Fiscal Years 2013 - 2015
Strategic Plan Progress Reports
The University of Texas Health Science Center at San Antonio

Ours is a story of learning.

Education
Progress Reports
FISCAL YEARS 2013 - 2015

2

Education

Strategy 1: Construct an Academic Learning and Teaching Center to provide flexible classrooms with modern
technology, including more sophisticated and computerized testing experiences of a student’s knowledge,
skills and values; and, settings designed to facilitate interprofessional education experiences.
2015 Progress

Goal 1
Develop creative, engaging
and meaningful learning
experiences for students through
innovative, experiential and
leading edge technology.

•

The Academic Learning and Teaching Center is 65% complete and occupancy will occur in 2016.

•

In preparation for this new instructional environment, several professional development opportunities and
trainings were offered to the faculty on innovative learning and teaching techniques and on utilization of new
instructional technology equipment.

2014 Progress
•

The Academic Learning and Teaching Center construction is on schedule and will be completed in December
2015.

•

In April 2014, the total project costs increased from $45.0 million to $49.2 million with the addition of $4.2 million
from gifts.

•

The technology design for the Center is underway. The gross anatomy instruction that will be housed in the
building will be completely digital.

•

A faculty development area is being designed to train faculty on the latest technology in the building. An
experimental learning space has already been established that provides an innovative environment for exposing
faculty to new technology and learning techniques. The learning space is a model that will be extended to the new
Academic Learning and Teaching Center.

2013 Progress

3

•

The University of Texas System’s Board of Regents approved the design plans and authorized $45.0 million from
Permanent University Funds (PUF) bond proceeds to construct an Academic Learning and Teaching Center on
May 8, 2013.

•

A Task Force was formed to discuss space needs to enhance our critical mission of education. The majority of
125,000 square-foot building will be devoted to flexible classrooms and lecture halls that will support collaborative
and interprofessional learning. The facility will house the human anatomy teaching facility and provide the latest
and most sophisticated technology, including simulators and virtual dissection equipment.

•

The Academic Technology Services Office is developing a proposal for creating an educational resource and
innovation center to be used for faculty development in the Center.

CANVAS, a leading-edge learning management system, will replace the Blackboard Learning Management
System. The migration of course and curriculum content is 88% complete and will continue through the end of
the calendar year. The system will enhance functionality and reporting capabilities and will result in significant
annual and recurring cost savings.

•

ExamSoft, a testing software, was fully implemented in the School of Dentistry in fiscal year 2015. A feature of
the software includes the alignment of data collection effort with student artifacts to assess learning outcomes.
An analysis of program and student learning outcomes and competencies was conducted in March 2015 utilizing
ExamSoft and will be conducted annually to improve the attainment of stated program student learning outcomes.

2014 Progress

4

•

An education technology council was created and includes representation from key constituents to assist in
decision making and technology project prioritization. The council meets quarterly and has analyzed institutionwide technology needs. Any new technology will be evaluated and purchased centrally through the Office of
Information Management and Services.

•

The design for the creation of the 21st century classroom is underway. During the year, numerous other existing
classroom retrofits and refresh efforts were completed.

•

Functional enhancements have been successfully deployed within the Blackboard Learning Management System to
improve the delivery of educational content and security while creating a more user-friendly solution for faculty.

•

All academic degree programs have instituted student learning outcomes with annual performance targets and
benchmarks. An Academic Assessment Committee was formed in May 2014 to review annual assessment reports
and provide feedback to the programs. Analyses of assessment results will be used to make improvements to the
programs. Weave®, an academic assessment information database, has been fully implemented.

•

The School of Dentistry implemented a software called Examsoft for online testing for 15 courses. The school held
a faculty development day to allow hands-on training for course directors. In addition, a faculty member has been
identified to continue the facilitation of training and to assist course directors with the continued implementation.
The educational outcomes feature of the software will be implemented in academic year 2015.

•

The Department of Occupational Therapy in the School of Health Professions developed a new program called
ASPIRE (Assisting Student Learning through Patient Participation). The teleteaching project will enable students
to view real-time therapy sessions and observe clinical decision making as part of their didactic classroom
learning.

Education

2013 Progress
•

An annual process for assessing student learning at the program level has been formalized across all schools.

•

A software data management system, Weave® was implemented as a repository for information regarding
assessment of student learning outcomes and analysis of instructional methods.

Strategy 3: Develop a centralized resource area to assist faculty with instructional development design and to share
innovative instructional technology.
2015 Progress

5

•

During fiscal year 2015, educational opportunities continued to be offered for teaching in the 21st century
classroom environment. Approximately 97 faculty completed the flipped classroom series; 42 faculty and support
staff attended trainings in best practices in media; and 30 faculty and support staff attended four unique “APPy”
hour sessions to showcase how to use software applications and technology in the classroom.

•

The Health Science Center is adopting CANVAS as the new learning management system. Approximately 492
faculty and staff and 2,011 students attended online and face-to-face trainings on how to utilize contemporarylearning strategies on the new platform. As of August 31, 2015, 95% of the courses have adopted CANVAS.

•

Over 1,000 individual faculty consultations were provided in fiscal year 2015 by the Office of Online & Blended
Learning. These consultations focused on course design and applying concepts from the trainings on the 21st
century classroom.

The School of Health Professions completed the inaugural session of their Physician Assistant Studies teaching
excellence short course. The eight-week course was designed to expose faculty, and those interested in pursuing
a faculty career in the future, to best practices in academic instruction. A final version of the program will be
created and will be made available to programs nationally. The stimulus for creating the program was from a fiveyear $980,000 grant from the Health Resources and Services Administration (HRSA) that was awarded in 2012.

•

The School of Health Professions implemented a school-wide course evaluation system, IDEA, which provides
student feedback on teaching and instructional delivery methods aimed at improving the learning environment.

•

Sixteen faculty in the School of Health Professions completed a 14-week “Teaching Excellence” mini-series.
The sessions highlighted best practices and provided participants with practical tools/practices to take into the
classroom.

Education

2014 Progress
•

An experimental learning space has been established that provides an innovative environment for exposing
faculty to new technology and learning techniques. The learning space is a model that will be extended to the new
Academic Learning and Teaching Center. To date, 71 faculty have been trained in the new environment.

•

A Quality Enhancement Plan (QEP) Committee was formed that consists of representatives from each school.
The Committee was charged with assessing and developing a plan to address faculty development needs across the
institution. The Committee will also collaborate with the Academy of Master Teachers and the Council of Deans to
set priorities for faculty development projects.

Strategy 4: Develop a plan for faculty development integrating and delineating the roles between the schools, Office
of the Vice President for Academic, Faculty and Student Affairs, and Academic Technology Services.
2014 - Completed
•

The Office of the Vice President for Academic, Faculty and Student Affairs has formed a partnership with the
Office of Academic Technology Services as part of the Quality Enhancement Plan (QEP). The offices will develop
a robust plan for faculty development delivery and events.

Strategy 5: In collaboration with the academic community, enhance the opportunities for eLearning and distance
education courses and degree programs delivered entirely online or in a hybrid model.
CHANCELLOR’S FRAMEWORK: Enhance and increase blended/online learning to augment student success by
enhancing use of technology to improve student learning (e.g., large gateway courses, hybrid instruction, and long
distance learning), including the utilization of prequalified vendors to provide access to established blended/online
learning systems, when appropriate; and, expanding the portfolio on online courses to be shared System-wide,
thereby increasing outreach to students.
2015 Progress
•

The Master of Science in Respiratory Care program was approved for online delivery in Fall 2016.

•

The Master of Science in Deaf Education and Hearing Science has adopted video-conferencing technology to
deliver instruction to a cohort of students in Houston at the Center for Hearing and Speech. Currently, less
than 50% of the program is delivered utilizing video-conferencing technology. The program is in the process of
requesting approval for the entire program to be offered online.

2014 Progress
•
6

All of the faculty at the Health Science Center have been trained on Blackboard Online.

Education

•

Emergency Health Sciences in the School of Health Professions is delivering online lectures to courses offered
off-site in various locations across Texas. Also, audio and video equipment has been added to a new classroom to
enable synchronous delivery of class lectures around the State of Texas.

•

The Department of Respiratory Care’s Bachelor Degree Completion Program in the School of Health
Professions went online on July 1, 2013, and students enrolled in academic year 2014.

2013 Progress

7

•

In April 2013, the Executive Committee approved a policy that clearly defines distance education, responsibilities
for administration, and that distance education will be afforded adequate resources to support the infrastructure.

•

An online Blackboard faculty certification course has been developed by Academic Technology Services. The
online training program allows faculty to explore blended learning opportunities, new teaching methods and
determine best practices for the online course environment. Certification requirements for all faculty who teach
distance education courses will be communicated in Fall 2014.

•

Academic Technology Solutions worked with the learning management system vendor, Blackboard, to review
additional modules that would support distance education.

Education

Strategy 1: Expand and enhance curricula in new and emerging areas, such as interprofessional learning,
translational science, prevention and community/population health.
2015 Progress

Goal 2
Design and strengthen
curricular programs to meet and
anticipate the future needs of
the workforce and community.

•

In 2015, a new graduate certificate program in Cancer Prevention was offered in the Graduate School of
Biomedical Sciences. The new certificate program is designed to provide graduate students, post-doctoral fellows,
faculty and other health care professionals with a formal introduction to the essential components involved in the
advancement of all levels of science for the prevention of cancer. The program will focus on the unique risks for
cancer in the South Texas region.

•

The School of Health Professions received approval to offer a new Master of Science degree program in Respiratory
Care in Fall 2015. The new degree is only one of four such degrees in the country. The degree will expose students
to more training in treating those with chronic diseases, including COPD and asthma.

•

In the School of Medicine, students participate in journal club activities and exercises as part of the pre-clinical
module, “Attack and Defense”. This module explores translational research issues. Also, the clerkship directors
implemented a longitudinal half-day curriculum for all students which includes basic science topics in the context
of clinical activities, as well as deliberate teaching of concepts that span all medical and surgical specialties.

•

During 2015, the third-year medical students enrolled in a mandatory online course that transitions students from
the pre-clinical to the clinical curriculum. The course includes a presentation on the fundamentals of translational
research.

•

A two-day Quality Enhancement Plan (QEP) retreat was held in early May 2015 to brainstorm on QEP topics.
More than 72 faculty, staff and students attended the event. Then, in mid-May another two-day retreat was held
and attended by approximately 68 faculty, staff, students and community stakeholders to engage in brainstorming
exercises and to conduct a needs assessment which led to four potential QEP topics. As a result of the retreat, four
QEP Topic Teams were formed. By May 2016, these topics will be developed into white papers and pre-proposals
will be submitted to the Health Science Center community. Each team meets on a monthly basis.

2014 Progress

8

•

The Integrated Biomedical Sciences doctoral program enrolled its first students in academic year 2014. The
program consolidated six individual basic science degree programs into one program.

•

The Translational Science Committee on Graduate Studies (COGS) continues to meet on a monthly basis and has
covered curriculum updates, policy revisions, the format for the diplomas awarded, and Milestone Agreements
for translational science Ph.D. students. A Memorandum of Understanding between the three degree-granting
institutions, UT Austin, UT School of Public Health and the Health Science Center has been executed and signed.

•

The School of Medicine implemented the longitudinal curriculum called “TEAM CARE”. All students rotating in
core clerkships will participate each Wednesday afternoon in educational activities focused on universal topics

Education

like translational research, disaster response, laboratory medicine, revisitation of basic science concepts, etc. The
program will be expanded to incorporate activities across schools for interprofessional education exercises.
2013 Progress
•

The School of Nursing signed a Memorandum of Understanding with the UT Health Science Center Houston’s
School of Public Health to offer a Doctor of Nurse Practice (DNP) degree in Public Health Nurse Leader from the
Health Science Center, and a Public Health Certificate offered by Houston. The program was implemented in the
Fall 2013.

•

The School of Nursing also enhanced and streamlined their BSN to Ph.D. degree curriculums.

•

The Integrated Biomedical Sciences degree has consolidated six individual basic science degree programs into one
Ph.D. program. The proposal was approved by the Texas Higher Education Coordinating Board (THECB) on
September 6, 2013. The first students will be enrolled in 2014 and will graduate beginning in 2018 and 2019.

•

The School of Medicine created a concept of weekly half-day clinical longitudinal curriculum that will provide
infrastructure to continue the integration of basic and clinical sciences into the primary clinical curricular years,
as well as support interprofessional learning, evidence-based medicine and translation research. The curriculum
content was implemented in academic year 2013; and, the half-day curriculum will begin in 2014.

The School of Medicine students volunteered at student-run free clinics at: Alpha Home, San Antonio
Metropolitan Ministries, Haven for Hope CentroMed, the Refugee Health Clinic, the Travis Park Dermatology
Clinic, the Mobile Eye Clinic and Frontera de Salud (in San Antonio, Laredo and Corpus Christi).

2014 Progress

9

•

The School of Medicine continues to revise its curricula. The following curricula were updated in academic year
2014: eight-week rotations in Medicine and Surgery clerkships; new curricula for the Neurology and Emergency
Medicine clerkships; further revised the uniform third-year student rotation evaluations; and, developed a uniform
fourth-year student rotation evaluation. Also, the school identified many educational topics, and established the
format of the longitudinal curriculum that will weave throughout the third-year curriculum starting in academic
year 2015.

•

The School of Medicine is utilizing “Objective Structured Clinical Evaluation” (OSCE) to assess students. OSCE
is being utilized jointly by the Obstetrics and Gynecology and Psychiatry clerkships. Also, Surgery and Medicine’s
internship readiness electives (boot camps) have OSCEs to prepare students for challenging situations in their
internships.

Education

•

The School of Medicine students volunteered at student-run clinics at: Alpha Home, San Antonio Metropolitan
Ministries, Haven for Hope, the Refugee Health Clinic, the Travis Park Dermatology Clinic, the Mobile Eye Clinic
and Frontera de Salud (in San Antonio, Laredo and Corpus Christi).

•

The School of Nursing pediatric nurse practitioner students have preceptorships at the Avance-San Antonio, and
students also received clinical experience at the Healy-Murphy Clinic.

•

The School of Nursing promotes lifelong learning skills across the undergraduate academic programs and through
clinical activities. The student exit surveys showed 66% of the students reported the learning environment fostered
a commitment to lifelong learning and excellent patient care to a “great extent” and 24% to a “moderate extent” for
a total of 90%.

2013 Progress
•

The School of Medicine implemented a new pre-clinical curriculum in academic year 2013 for first-year medical
students as part of the integrated four-year medical education program (“CIRCLE Curriculum”). The curriculum
is taught in sequential learning modules utilizing team-based learning pedagogy and each module had a weekly
thematic content which synthesized the basic and clinical sciences in interactive patient cases. The student
assessments are followed by faculty facilitated group assessments at the end of the week. The curriculum was in
place for second-year medical students in Fall 2013. Revisions to third- and fourth-year student curriculum will
be completed by June 2015.

•

The School of Medicine also assigned first-year medical students to a new “Longitudinal Preceptorship” which
provides faculty-student mentorship relationships in a pre-clinical curriculum. The preceptorship introduces
students to early clinical experiences with real patients.

Strategy 3: Educate clinically and research-oriented students to understand the scientific basis of health care and to
appreciate the central role of biomedical and behavioral research in advancing health care.
2015 Progress

10

•

Veritas, a student advising system, was renamed the Supporting Academic Growth and Enrichment (SAGE)
team. This system was developed as a cohesive and interclass system in which each class of students mentors the
students following them. One of the goals of the program is to assist students in making career decisions. In 2015,
the Graduate School of Biomedical Sciences had five SAGE teams consisting of six to seven students that were
mentored by a young clinician-scientist.

•

The Health Science Center’s M.D./Ph.D. program ranks in the top four programs in the country for the percentage
of students whose research is supported by NIH F30 or F31 grants. This program trains physician-scientists
and dentist-scientists who are capable of not only doing patient care but advancing, through their research,
improvements in the standard of care for their patients.

Education

2014 Progress
•

The School of Medicine’s longitudinal curriculum called “TEAM CARE” was implemented. All students rotate
in core clerkships that participate each Wednesday afternoon in educational activities that focus on universal
topics across clerkships, such as translational research, disaster response, laboratory medicine, revisitation of basic
science concepts, etc. The incorporation of activities will also be expanded across schools. The curriculum will
launch in academic year 2015.

•

A faculty member in the Department of Medicine received a Clinical Research Mentorship grant from the Doris
Duke Charitable Foundation. The grant will be used to develop a mentorship opportunity between a clinical
scientist and a medical student who has an interest in becoming a future clinician investigator.

•

Veritas is a student advising system developed by the School of Medicine. It is a cohesive and interclass system
in which each class of students mentors the students following them. One of the goals of the program is to assist
students in making career decisions. In 2014, the Graduate School of Biomedical Sciences had five groups of seven
students each that were mentored by a young clinician scientist.

•

The School of Medicine rebranded “Medical Student Research Day” to “Passport”. Three new student research
electives have been launched by the research dean’s office, and student research was added to the 2014 medical
school summer orientation schedule.

2013 Progress

11

•

Veritas is a student advising system developed by the School of Medicine. It is a cohesive and interclass system
in which each class of students mentors the students following them. One of the goals of the program is to assist
students in making career decisions. In 2013, the Graduate School of Biomedical Sciences met approximately
eight times during the year in small groups of six to seven with M.D./Ph.D. students, their mentors and faculty
leadership.

•

The School of Medicine’s condensed pre-clinical curriculum will afford the Class of 2016 and beyond additional
opportunities to engage in structured research electives infused with didactics to support the students’ appreciation
of the biomedical and behavioral research in advancing health care.

•

The School of Nursing’s 2013 surveys indicate that 75% of DNP students, 100% of the MSN students, and 96% of
the BSN students thought the course work fostered their understanding of scientific basis of nursing and health
care; and, 75% of DNP students, 100% of the MSN students, and 98% of the BSN students indicated the course
work fostered their understanding of the central role of research in meeting the needs of the workforce and
community.

The School of Health Professions appointed an Interprofessional Education and Practice Committee. A lecture
series was designed to foster discussions about interprofessional topics. Topics were scheduled through the Spring
2015.

2014 Progress

12

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An interprofessional group of Health Science Center faculty received a third place award for innovative
community service learning projects at the “Innovations in Health Science Education” program sponsored by the
Kenneth I. Shine, M.D. Academy of Health Science Education. The faculty were from the Schools of Dentistry,
Medicine and Nursing.

•

The Graduate School of Biomedical Sciences’ Integrated Biomedical Sciences doctoral program enrolled its first
students in academic year 2014. The program consolidated six individual basic science degree programs into one
program.

•

The Graduate School of Biomedical Sciences completed discussions with The University of Texas at San Antonio
(UTSA) on the joint Biomedical Engineering program to increase opportunities for master students to complete
laboratory work in preparation for transition into the Ph.D. program.

•

The School of Medicine has established interprofessional learning settings that promote the team-based approach
to patient-centered care through several mechanisms. Some of the mechanisms include: elective courses in
which medical students become engaged in community service learning efforts and/or formal didactics in
interdisciplinary and interprofessional settings; senior selective and elective courses in which the clinical team
provides daily care for patients with a well-developed interdisciplinary and interprofessional approach; two senior
electives prepare senior medical students for the first day of their internships and are taught by faculty through
an interdisciplinary and interprofessional approach, and many of the didactic and hands-on skills sessions are
shared between the two electives; and, many of the residency and fellowship training programs focus on an
interprofessional approach to patient care.

•

The School of Nursing hosted its first multidisciplinary poverty simulation where medical and nursing students,
as well as faculty and community action leaders, learned about the challenges faced by patients who live with the
constant stress of poverty.

Education

2013 Progress
•

The Integrated Biomedical Sciences degree has consolidated six individual basic science degree programs into one
Ph.D. program. The proposal was approved by the Texas Higher Education Coordinating Board (THECB) on
September 6, 2013.

•

The School of Medicine and The University of Texas at San Antonio (UTSA) developed the FAME (Facilitated
Acceptance to Medical Education) program to award both baccalaureate and Doctor of Medicine degrees to
qualified students. The curriculum consists of core courses being interwoven into a fully functional, collaborative
seven-year curriculum with the end result of graduating physicians. Twenty students have enrolled in the
program.

•

The School of Nursing signed a Memorandum of Understanding with the UT Health Science Center’s Houston
School of Public Health to offer a Doctor of Nurse Practice (DNP) degree in Public Health Nurse Leader from the
Health Science Center, and a Public Health Certificate offered by Houston. The program was implemented in the
Fall 2013.

•

The Health Science Center is in conversations with UTSA to further develop and expand the Biomedical
Engineering joint degree program.

•

The School of Nursing has met with UTSA’s engineering faculty to begin discussions regarding a collaboration to
develop interdisciplinary graduate courses in health informatics and global health and human services.

•

The Health Science Center is in initial discussions with Texas A&M International University in Laredo regarding
an early college program to cultivate a prospective student pipeline.

•

The School of Medicine’s curriculum was revised to develop competencies and an infrastructure that fosters
interprofessional education with nursing, pharmacy and health profession students.

Graduate program reviews were completed on the Physician Assistant Studies, Pharmacology and Physiology
programs and the School of Nursing’s doctoral program. All programs received commendations and
recommendations to either leverage successes or to implement changes for continued improvement to programs.

•

The School of Nursing adopted the International Nursing Association for Clinical Simulation and Learning
(INACSL) Standards for Clinical Simulation for the Bachelor of Science and Master of Science nursing programs.
The standards will provide evidence-based practices in health care education to improve patient care and best
practices.

Education

•

The Master of Science in Nursing core courses were revised to reflect the latest education and accreditation
standards.

•

A review of the Master of Science in Nursing Clinical Nurse Leader curriculum was completed and
recommendations were made for curricular improvements.

•

The Military Health Institute is actively participating in the Association of American Medical Colleges (AAMC)
“Joining Forces Initiative” to enrich medical education for future physicians and to provide training that is unique
to the clinical challenges and best practices associated with caring for military service members, veterans and
families. Several topics and scenarios are being woven into the medical training modules.

2014 Progress

14

•

A Master of Science degree in Immunology and Infection was developed in response to a statewide workforce need
of laboratory clinicians and researchers in the area of vaccine development. The program was approved by The
University of Texas System and the Texas Higher Education Coordinating Board. Students have been recruited
into the program and will start in August 2014.

•

The Master of Science degree in Cellular and Structural Biology was reactivated in 2014 and approved by The
University of Texas System and the Texas Higher Education Coordinating Board. The program is a popular option
among a particular niche of students.

•

The School of Medicine was fully accredited by the Liaison Committee on Medical Education (LCME) in October
2013.

•

The Doctor of Nursing Practice (DNP) was reaccredited for five years.

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The Department of Respiratory Care was recognized for being among the top 10 percent of respiratory programs
in the United States by the Commission on Accreditation for Respiratory Care (CoARC). The program was
reaccredited in 2013 and received notification in February 2014 that it had exceeded the credentialing benchmarks.

•

Two Health Science Center programs were ranked by U.S. News & World Report as the Best Graduate Schools in
the Health Disciplines. The physician assistant studies program in the School of Health Professions ranked 18th
among 123 accredited physician assistant programs. And, the master degree program in the School of Nursing tied
for 36th place in the ranking of 449 accredited programs.

•

Emergency Health Sciences in the School of Health Professions is the largest EMS training organization in Texas,
graduating 253 EMTs and paramedics in academic year 2014.

•

The Fifth-Year Interim Report was submitted in March 2014 to the Southern Association of Colleges and Schools
(SACS), the institution’s accrediting organization. The results were received from SACS in July 2014. The Health
Science Center was deemed to be compliant with 19 of the 20 standards. Additional information was requested on
the physical facilities standard which was submitted and will be reviewed by the SACS Commission in December
2014.

Education

2013 Progress
•

The School of Medicine completely revised its curriculum to address their accreditation recommendations with the
Liaison Committee on Medical Education (LCME). The School of Medicine was fully accredited in October 2013.

•

The School of Nursing has completed curriculum mapping for all degree programs and majors with the American
Association of Colleges of Nursing (AACN) essential series.

•

A data management system, Weave®, has been fully implemented as a data repository for strategic planning and
academic assessment information. The system allows linkage to individual school plans/assessments and to
accreditation requirements. These linkages are required by the institution’s accrediting body, Southern Association
of Colleges and Schools (SACS).

Approximately 83 students are participating in clinical rotations at San Antonio Military Medical Center
(SAMMC) in the medical ward, pediatrics, neurology and the Institute for Surgical Research.

•

A Family Medicine clinical rotation was established with San Antonio Military Medical Center (SAMMC) and
Wilford Hall to expose students to military health facilities.

2014 Progress

15

•

A new Director of Quality Enhancement Plan (QEP) was hired in February 2014. The Director is responsible for
chairing a QEP Committee that will conduct a needs analysis of student learning.

•

The School of Dentistry maintained approximately 62 extramural training clinical days for students through
rotation schedules at sites in the Lower Rio Grande Valley, Laredo and clinics in San Antonio.

•

Emergency Health Sciences in the School of Health Professions partners with the Department of Emergency
Medicine in the School of Medicine to provide EMS fellows with access to 9-1-1 EMS and the fire department for
their emergency residency training.

•

The School of Nursing hosted its first multidisciplinary poverty simulation where medical and nursing students,
as well as faculty and community action leaders, learned about the challenges faced by patients who live with the
constant stress of poverty.

•

The San Antonio Refugee Health Clinic serves as an interprofessional service learning and primary care site for
students in the Schools of Dentistry, Health Professions, Nursing and Medicine.

Education

16

2013 Progress
•

The recruitment process has begun for a Director for quality enhancement who will be tasked with developing
interprofessional experiences for students through a Quality Enhancement Plan (QEP) which is a requirement of
the institution’s accrediting body, Southern Association of Colleges and Schools (SACS).

•

ReACH launched a monthly comparative effectiveness journal club in collaboration with Institute for Health
Promotion Research (IHPR), the VA, and the UT Health Science Center’s School of Public Health in Houston
(UTSPH). A new course for UTSPH will be implemented in the Fall 2013 in comparative effectiveness research
which will be available for MD/MPH students, as well as students in other degree programs.

•

The School of Dentistry has maintained approximately 60 extramural training clinical days for students through
rotation schedules at sites in the Lower Rio Grande Valley, Laredo and clinics in San Antonio.

•

The School of Medicine has developed student run clinics to provide care for underserved patients. Student run
clinics have been established at the Haven for Hope, Alpha Home, SAMMinistries, Travis Park dermatology clinic,
refugee health clinic and Frontera de Salud.

•

The School of Nursing students have participated in community programs at AVANCE and the Healy-Murphy
Center.

Goal 3
Instill in students
professionalism that reflects
the highest standards of the
health profession and science,
and acknowledges the diversity
of the general population.

17

•

The U.S. Department of Education reaffirmed the Health Science Center’s designation as a Hispanic-serving
institution.

•

The Graduate School of Biomedical Sciences received an Institutional Research and Academic Career
Development Award (IRACDA) that will be used to prepare a diverse and accomplished pool of researchteacher-scholars sensitive to the needs of underrepresented groups and to serve as role models for students at the
undergraduate level.

•

The Office of International Services collaborated with other organizations on campus to create, implement, market
and host several cultural events.

•

The Center for Medical Humanities & Ethics provides an array of elective courses and experiential learning
opportunities in the San Antonio community and abroad to give students experience in working with diverse and
underserved populations and to assist them in considering circumstances of a patient’s life.

2014 Progress
•

The Learning Enhancement for Achievement in Dentistry (LEAD) is a three-week summer enrichment program
for underrepresented minority students that was developed during the Spring 2014 and implemented in the
summer. In July, 22 college students from various South Texas universities participated in LEAD sessions 1
through 3, a comprehensive three-year continuum of summer enrichment programs that target academic success
in college and the development of more competitive dental school applicants. During June 2014, 28 dental
students participated in LEAD sessions 4 through 6. These program activities aim to facilitate transition into the
next academic year, and also provide academic support throughout the academic year.

•

The School of Dentistry maintained approximately 62 extramural training clinical days for students through
rotation schedules at sites in the Lower Rio Grande Valley, Laredo and clinics in San Antonio. Students and faculty
provided more than 31,600 patient visits in San Antonio/Bexar County affiliated sites, and more than 12,000
patient visits in South Texas affiliated sites.

•

The School of Medicine was recognized as the number one medical school for Hispanics in the country by the
Hispanic Business Magazine’s Annual Diversity Report.

•

The School of Medicine implemented a national recruitment campaign to establish the Health Science Center and
School of Medicine presence on a national platform and build awareness of undergraduate and graduate medical
education offerings. Also, the Minority Resident Association is in development to create a formal mentoring
program for residents to provide support and guidance during the training years and to build camaraderie.

Education

•

The School of Nursing hosted a workshop in June 2014 called “Cultural Inclusion Institute: Promoting a Culture
of Inclusion in Healthcare”. There were approximately 140 participants in which 35 were students from various
disciplines. The workshop exchanged knowledge, expertise, research, challenges and successes in addressing issues
related to cultural inclusion, and developed strategies of integrating cultural inclusiveness into the health care
professional practice.

•

One of the faculty members in the School of Nursing led an international health care experience for six students
enrolled in the accelerated BSN program in Guatemala in July 2014. The program is designed to provide nursing
students the opportunity to participate in a cross-cultural international health care immersion experience. Students
partnered with various service organizations, interprofessional health care members, volunteers, preceptors and
local health care members to provide supervised community and primary health care within the local context and
conditions. The program exposed students to local health care values, beliefs and practices, and cultural norms.

•

The Center for Medical Humanities & Ethics provides an array of elective courses and experiential learning
opportunities in the San Antonio community and abroad to give students experience in working with diverse and
underserved populations and to help them consider the particular circumstances of a patient’s life.

2013 Progress

18

•

The Laredo regional campus offers to high school graduates and college students, at no cost, a camp that
specifically prepares students seeking an advanced health career. This is the first camp of its kind in the
community and is a collaboration between the Area Health Education Center (AHEC), Texas A&M International
University and the Laredo regional campus. The program offers an intense review of basic sciences, anatomy,
physiology, biology, training in social and interview skills, and much more.

•

The School of Dentistry’s Academic Enhancement Program was implemented in the Spring 2013 to address the
need for more Hispanic dental professionals through enhanced recruitment efforts and linkages with South
Texas universities. The program was created to assist students in becoming applicants to dental school. Thirteen
students identified from three universities participated in the workshops.

•

A prematriculation program was developed and implemented in the School of Dentistry in June 2013. The
program was designed to assist incoming freshmen to be prepared for the rigors of dental school. Twelve students
participated in the program two weeks before dental school started.

•

The School of Medicine created an Office of Faculty and Diversity to ensure broader outreach, inclusion and
diversity awareness. The office will also develop a pipeline of connecting student diversity with Health Science
Center residents and faculty.

•

The School of Nursing provided cultural proficiency workshops for all of the schools during 2013.

F-Troop, a hands-on, year round grant writing workshop meets weekly and targets pre- and post-doctoral trainees
engaged in the preparation of fellowship grant applications. Approximately 45 trainees participated in the
workshops and 10 new National Institutes of Health (NIH) fellowship awards were received.

•

The Health Science Center saw a 26% increase in work-study positions which also included positions from offcampus relationships that focused on community health training programs.

2014 Progress
•

A community service project with University Hospital System started in December 2013 which created a work
study program for students. As student employees, students assist with reading to children in the ICU at the
hospital and providing homework tutoring to children in long-term care facilities.

•

The School of Nursing students received more than $2.9 million in scholarships, awards, grants and work study
funds. Of this amount, approximately $34,000 represents funding from work study opportunities identified by the
school to assist students in funding their education.

•

F-Troop, a hands-on, year round grant writing workshop meets weekly and targets pre- and post-doctoral trainees
engaged in the preparation of fellowship grant applications. Approximately 50 trainees participated in the
workshop and 11 new National Institutes of Health (NIH) fellowship awards were received.

•

Additional work study programs have been developed in the Library and academic program assessment areas.

•

The Graduate School of Biomedical Sciences has attended recruiting fairs at the Society for Advancement of
Hispanics/Chicanos and Native Americans in Science (SACNAS) and Annual Biomedical Research Conference for
Minority Students (ABRCMS), and a National Institutes of Health (NIH) graduate professional fair. In addition,
the school has attended several health fairs, including The University of Texas at Austin, University of Michigan –
Ann Arbor and University of California at Davis. The latter draws more than 8,000 students from the University of
California System, California State System, Stanford Pomona and Cal Tech. Finally, the school continues to recruit
qualified applicants from the M.D./Ph.D. web-forum with approximately 20% of the interviewees being contacted
through social media.

2013 Progress
•
19

A web site was developed which consolidated all scholarship information in one place for students. Also, in

Education

Summer 2013, the application process was automated so students could apply for scholarships online.
•

The Office of Veterans Services and Financial Aid created an on-hands financial literacy education web site
which provides resources for students to assist in budget planning, understanding credit balances and saving and
investing in their future. In addition, the financial literacy session was presented at all student orientation sessions
starting with Spring 2013.

•

The Office of Veterans Services and Financial Aid has applied for and received permission to participate in the
State College Work Study program. The federal work study program is currently in place. This will provide
another source of funding for students.

•

The School of Nursing employed 25 tutors for a total cost of $70,000. In addition, the School of Nursing assists
students in the identification of scholarship funding. In academic year 2013, 60% and 75% of the graduate and
undergraduate students, respectively, received scholarship funds.

•

In collaboration with community service providers, discussions have been initiated to consider an expanded work
study program to meet the needs of the local health care community.

The School of Medicine created an Office of Student Diversity and Professional Identity Development and
recruited an Assistant Dean to oversee the office. The office has developed a wellness curriculum for students to
achieve and sustain mental, emotional and physical balance in their professional and personal life.

Education

Strategy 4: Strengthen and develop innovative plans to shorten degree time for Ph.D. students, and provide career
advising. Set clear criteria and expectations in an agreement between the student and department
regarding the completion of the program.
CHANCELLOR’S FRAMEWORK: Strengthen and develop innovative plans to improve Ph.D. student advising to
shorten time to degree, and provide career advising.
CHANCELLOR’S FRAMEWORK: Set clear criteria and expectations in an agreement between student and
department regarding time-to-completion including incentives, deadlines and consequences for failing to meet
expectations.
2014 - Completed
•

The Graduate School of Biomedical Sciences’ compact program for Ph.D. students is now fully implemented and
will be monitored as part of the dissertation committee meetings. All first-year students are now being monitored
using the school’s IMPACT database. Also, students can quickly be identified who are struggling with courses,
then the necessary enrichment resources can be provided to assist students. As a result of the close monitoring
and rapid interventions, there was a 100 percent pass rate for the flagship “Fundamentals of Biomedical Sciences”
core course.

2013 Progress
•

The Graduate School of Biomedical Sciences developed a compact agreement for Ph.D. students. Also, as part of
the compact, program-specific Milestone Agreements were developed and will be used starting September 1, 2013.

•

Incoming students are instructed on how to develop an effective “Individual Development Plan”; and, are strongly
encouraged to develop a plan. All students of the new incoming Integrated Biomedical Sciences graduate program
will be instructed on methods to develop their plans during the prematriculation course.

Strategy 5: In collaboration with the academic community and the student body, develop a career counseling and
career advising network of alumni and other professionals to assist graduates with transition to their
chosen professional career.
2015 Progress
•

21

The Graduate School of Biomedical Sciences formed an Office of Career Development and appointed a Career
Advisory Council which consists of 40 professionals from across the City of San Antonio with diverse career paths
in the evolving biomedical landscape. The office had five workshops that focused on career choices, military and
Department of Defense science, industry, entrepreneurship, academic research and education. These workshops
included roundtable discussions between trainees and the council members. Also, a satellite meeting with The
University of Texas System leadership was held to discuss system-wide programs for trainees. In addition, two
successful career days were held for the trainees.

Education

22

2014 Progress
â&#x20AC;˘

The Graduate School of Biomedical Sciences has formed a Career Advisory Council. The Council is composed of
approximately 20 professionals in the San Antonio community that work in biomedical-related areas. The Council
has provided career advisement sessions in a multitude of career areas to graduate students.

â&#x20AC;˘

The Graduate School of Biomedical Sciences has developed internship opportunities for students, and the students
are actively engaged in internships where they are gaining experience in areas outside of the traditional careers for
Ph.D. recipients. The careers include bioinformatics and information technology, technology transfer, the biotech
industry, teaching at non-research intensive institutions, business entrepreneurship and academic administration.

Education

Strategy 1: Explore opportunities with sister institutions and within the Health Science Center for developing and/or
growing dual degree programs for students to be better positioned as leaders in health care.
2015 Progress
•

The Graduate School of Biomedical Sciences had discussions with The University of Texas at San Antonio (UTSA)
on the joint Biomedical Engineering program to increase opportunities for master students to complete laboratory
work in preparation for transition into the Ph.D. program. To facilitate and decrease hurdles for students, a
Memorandum of Understanding and Student Administrative Agreement are being updated.

•

The School of Nursing established the Early Acceptance – BSN RN program (EARN) and signed a joint agreement
with The University of Texas at San Antonio (UTSA). Prospective students from UTSA will complete the
prerequisites for nursing school at UTSA, and then they will enter the Health Science Center’s two-year BSN
program.

•

The School of Nursing has developed an agreement with Texas A&M University for an early admission agreement
for the BSN RN program. The joint agreement will be signed in Fall 2014.

2013 Progress

23

•

The School of Medicine and The University of Texas at San Antonio (UTSA) developed the FAME (Facilitated
Acceptance to Medical Education) program to award both baccalaureate and Doctor of Medicine degrees to
qualified students. The curriculum of core courses being interwoven into a fully functional, collaborative sevenyear curriculum with the end result of graduating physicians. Twenty students have enrolled in the program.

•

The School of Nursing signed a Memorandum of Understanding with the UT Health Science Center’s Houston
School of Public Health to offer a Doctor of Nurse Practice (DNP) degree in Public Health Nurse Leader from the
Health Science Center, and a Public Health Certificate offered by Houston. The program was implemented in the
Fall 2013.

•

The Health Science Center is in conversations with The University of Texas at San Antonio (UTSA) to further
develop and expand the Biomedical Engineering joint degree program.

•

The School of Nursing has met with The University of Texas at San Antonio (UTSA) engineering faculty to begin
discussions regarding a collaboration to develop interdisciplinary graduate courses in health informatics and
global health and human services.

•

The Health Science Center is in initial discussions with Texas A&M International University in Laredo regarding
an early college program to cultivate a prospective student pipeline.

The Office of Vice President for Academic, Faculty and Student Affairs attended the Spring school workshops on
promotion and tenure and made recommendations on how to organize candidate dossiers to effectively represent
the impact of their work, and emphasized coaching and mentoring opportunities.

•

Seven faculty received the Regents’ Outstanding Teaching Award for teaching excellence from The University of
Texas System Board of Regents.

•

Three faculty in Microbiology, Molecular Medicine and Pharmacology received The University of Texas System’s
Rising STARS award totaling $750,000. Also, the Director of the Greehey Children’s Cancer Research Institute
received a Translational STARS award for approximately $1.3 million.

•

Ten members of the Health Science Center faculty were inducted into the Academy of Master Teachers which
promotes and sustains excellence in health science education by building value and recognition in educational
leadership and the scholarship of teaching.

•

Six faculty were recognized with the Presidential Teaching Excellence Award which recognizes faculty for being
role models and mentors to their students.

•

Five faculty in the School of Dentistry received the Faculty Assembly Teaching Excellence Award.

•

A faculty member in the School of Dentistry received the Faculty of Color Tuition Scholarship for Professional
Development by the American Dental Education Association (ADEA). The purpose of the scholarship is for
faculty to participate in programs that will improve their teaching abilities, increase their leadership skills and
advance an understanding and mastery of other critical elements of a successful academic career.

•

A faculty member in the School of Dentistry was selected for the American Association of Periodontics – Sunstar
Foundation Fellowship. The purpose of the scholarship is to advance academic careers and research of young
faculty members.

•

The Dean for the Graduate School of Biomedical Sciences was named a University of Texas System Chancellor’s
health fellow in graduate education. The fellowship was established to recognize high impact innovative work

Education

at health institutions that are aligned with the overarching mission of The University of Texas System and have
potential for broad societal impact on health care, education and research.
•

The School of Health Professions implemented a new course evaluation system, IDEA, and recognized 29 faculty
for receiving outstanding evaluations.

•

A faculty member in the School of Health Professions received the Shirlyn B. McKenzie Teaching Excellence
Award. The award recognizes excellence in the scholarship of teaching.

•

A faculty member in the School of Medicine was selected by the Minnie Stevens Piper Foundation as a 2015 Piper
Professor. Ten awards of $5,000 each are made annually to professors for superior teaching in the State of Texas.

•

Two faculty in the School of Medicine were selected to be members of The University of Texas Kenneth I. Shine
Academy of Health Science Education. The academy fosters excellence in education in the health sciences by
recognition of outstanding educators and advancement of knowledge and innovation in the field of education.

•

A faculty member in Family & Community Medicine was the recipient of the Smiles for Life 10th Anniversary
Award from the Society of Teachers of Family Medicine. The faculty member was a founding member of the
National Steering Committee of Smile for Life, a comprehensive and widely used oral health curriculum designed
for use by primary care clinicians.

•

The Chair for Neurosurgery received the J.T. “Lamar” McNew, M.D. Award for service to physicians-in-training
from the Texas Medical Association (TMA) Resident and Fellow Section. The award honors a TMA physician who
has provided outstanding mentoring and service to residents and fellows and medical school graduates who are
completing specialty training prior to practicing medicine on their own.

•

An Orthopaedic faculty member in the School of Medicine was one of four physicians selected from around
the world for the prestigious John N. Insall Travelling Fellowship by The Knee Society. The Society promotes
outstanding care to patients with knee disorders through innovative research and education.

2014 Progress

25

•

Eight faculty received the Regents’ Outstanding Teaching Award for teaching excellence from The University of
Texas System. Each faculty member also received a $25,000 cash award.

•

Eight faculty were recognized with the Presidential Teaching Excellence Awards which recognizes faculty for being
role models and mentors to their students.

•

Six new members of the Health Science Center faculty were inducted into the Academy of Master Teachers and
were recognized for their outstanding teaching efforts.

•

Two faculty were recognized with the Presidential Distinguished Scholar Award and Presidential Junior Research
Scholar Award.

Education

•

An interprofessional group of Health Science Center faculty received a third place award for innovative
community service learning projects at the “Innovations in Health Science Education” program sponsored by the
Kenneth I. Shine, M.D. Academy of Health Science Education. The faculty were from the Schools of Dentistry,
Medicine and Nursing.

•

The Dean of the School of Dentistry was honored by the Chair of the American Dental Education Association
(ADEA) Board of Directors Citation for outstanding contributions to the ADEA and dental education.

•

A faculty member in the Department of Medicine, Division of Cardiology, was inducted into the 2014 Class
of Master Fellows of the Society of Cardiovascular Angiography and Interventions (SCAI). SCAI recognizes
outstanding members for their commitment to the highest levels of clinical care, innovation, publication and
teaching in invasive/interventional cardiovascular medicine.

•

A faculty member in the Department of Family & Community, School of Medicine, was elected to the Institute of
Medicine.

•

A faculty member in the Department of Medicine was the recipient of the Robert K. Chalmers Distinguished
Pharmacy Educator Award from the American Association of Colleges Pharmacy (AACP).

•

Two faculty, from the Departments of Cellular and Structural Biology and Psychiatry, were named “The World’s
Most Influential Scientific Minds 2014” by Thomson Reuters.

•

A University of Texas STARS translational award for $250,000 was received by a faculty member in Molecular
Medicine.

2013 Progress
•

Discussions have initiated with the Deans to recognize excellence in teaching by developing a robust program of
rewards, including Academy of Master Teachers, Regents’ Outstanding Teaching Awards, Presidential Teaching
Excellence Award and the Distinguished Junior and Senior Research Scholar Award.

•

A web site is in development stages that would host a centralized listing of all faculty awards.

•

The University of Texas System Board of Regents awarded eight exemplary faculty members with the Regents’
Outstanding Teaching Awards for 2013.

The School of Health Professions implemented a faculty incentive plan that promotes research and scholarship
productivity and student satisfaction.

2014 Progress
•

The University of Texas System published policies in 2014 for evaluating faculty, and one of the elements is to
incorporate student and peer reviews into the evaluation process. The Deans’ Council has placed this item on its
agenda to discuss.

•

The School of Medicine initiated a school-wide review of the Appointment, Promotion and Tenure process in
2014. A work group of representatives has been meeting regularly and is using the LEAN principles to identify
areas of duplication and enhancements to the processes. Also under consideration, is to streamline and ultimately
automate the process.

•

As part of the 2015 budgeting process, department chairs are setting expectations for faculty productivity.

2013 Progress
•

In collaboration with the Deans’ Council, the annual faculty review process is under review and for consideration
of revisions.

•

Individual Deans have developed standards and expectations that have been incorporated into the XYZ plans and
that are linked to performance evaluations and productivity.

Strategy 4: Recruit and retain high caliber and professional faculty and staff.
2015 Progress
•

The Health Science Center has been successful in using professional recruiting firms to recruit key academic and
administrative positions.

•

The School of Nursing has been successful in strategically recruiting faculty with doctoral degrees. At the end of
fiscal year 2015, 74% of the faculty had doctoral degrees.

2014 Progress

27

•

A new Vice President for Academic, Faculty and Student Affairs was recruited and started in Fall 2014.

•

The Health Science Center continues to recruit faculty and staff across the campus.

Education

2013 Progress
•

A search firm was engaged to conduct a search for academic positions to support the schools and students. The
positions included the Director of International Services and three Associate Registrar positions.

•

The School of Nursing has established a goal that 60 percent of their full-time faculty will hold doctoral degrees by
2015. At the end of 2013, 37% of faculty had a doctoral degree.

Strategy 5: In collaboration with the academic community, develop the 21st century Library as a national resource
and research center for students and faculty.
2015 Progress
•

A plan has been developed to upgrade all floors of the Library beginning in fiscal year 2016. The upgrades will
include improving study space.

•

Library services were included as part of the Student and Faculty Satisfaction surveys. Several recommendations
for improvement were identified, including the establishment of a quiet study zone; improvements to the Library’s
room reservation system; availability of moveable whiteboards; and, to add to the Library’s journal collection.

•

The Library has identified and removed more than 12,000 books and journals from the library shelves and sent
them to the Texas A&M University and The University of Texas System resource-in-common Joint Library Facility
for storage. The removal of the books and journals will allow additional space for renovations to the Library.

•

The Library continued to participate in the TexShare state-wide library sharing consortium, the South Central
Academic Medical Libraries consortium covering five states, and served as a resource and outreach library
provider in the National Network of Libraries of Medicine.

•

During 2015, the Library offered 113 formal instructional sessions to students and faculty on various topics,
including evidence-based practice, effective use of digital and print resources, development of professional poster
presentations, and orientation to the library for new students.

2014 Progress
•

The Library has identified and removed more than 5,600 journals from the shelves of the Library as a result of
participating in the Texas A&M University and The University of Texas System resource-in-common Joint Library
Facility for storage of older library books and journals. These volumes remain in the catalog and are still accessible
through the “Resource in Common”.

2013 Progress
•
28

Some of the floors of the Library have been renovated to provide more study areas for students and updated to
accommodate electronic technology devices.

Education

29

•

The Office of Institutional Advancement continues to pursue funding resources and is in contact with prospective
donors regarding the “Library of the Future” renovation project.

•

Information Management and Services has started an assessment of technology used in the Library and will utilize
this information to develop a plan to update technology.

Ours is a story of discovery.

Research
Progress Reports
FISCAL YEARS 2013 - 2015

30

Research

Strategy 1: Continue to support current research strengths in adult/children cancer, aging, diabetes, health
disparities, and neurosciences.
2015 Progress
Cancer

Goal 1
To sustain excellence, target
research efforts to ensure
strategic investments have
the maximum impact on
advancing human health
with special attention to
regional health care issues.

•

The Cancer Research & Therapy Center (CTRC) received $13.6 million in grants from the Cancer Prevention and
Research Institute of Texas (CPRIT) to support research in liver, brain and prostate cancers. Also, funds will be
used to support work in reducing chemotherapy’s painful side effects.

•

The National Cancer Institute’s Cancer Center Support grant for the Cancer Therapy & Research Center (CTRC)
was renewed for an additional five years for $9.0 million.

•

The Cancer Research & Therapy Center (CTRC) received $5.0 million from the Mays Family Foundation. The
funds will be used to fund pilot research, faculty recruitment and retention, clinical trials, new technology and
cancer prevention.

•

The Greehey Children’s Cancer Research Institute received a five-year grant for $3.0 million under the pediatric
pre-clinical testing consortium to study agents/combinations against soft tissue sarcoma and kidney cancer
models.

•

The Department of Pharmacology received a five-year $2.3 million grant to study naturally-derived treatments for
breast cancer.

Aging

31

•

The Health Science Center announced the establishment of the first comprehensive Institute for Alzheimer’s and
Neurodegenerative Diseases in South Texas. Through this endeavor, the Health Science Center will offer expert
diagnostics; have physician specialists in Alzheimer’s related dementias, Parkinson’s and other diseases; offer
support programs for caregivers; and, provide access to clinical trials. Approximately $35.0 million in funds were
raised from the community to support the new Institute.

•

The Barshop Institute for Longevity and Aging Studies received a grant that establishes the Claude D. Pepper Older
Americans Independence Center. The grant is for five years totaling $3.5 million and represents only one of 15
awarded across the nation.

•

The Barshop Institute for Longevity and Aging Studies received renewal funding for the Nathan Shock Center of
Excellence in the Biology of Aging totaling $3.6 million over five years. The center is only one of six across the
country.

•

During the 84th Legislative Session, the Barshop Institute for Longevity and Aging Studies received $4.0 million of
new state funding.

Research

•

The Barshop Institute for Longevity and Aging Studies recruited two new faculty in fiscal year 2015.

Diabetes
•

Three grants totaling $1.0 million were received from the American Diabetes Association.

Neurosciences
•

The School of Medicine continued to support the submission of neurosciences applications and funded six pilot
projects that allowed the faculty to collect valuable preliminary data for application submissions for extramural
funding. As a result, several large awards were funded to support the pilot programs.

•

The Department of Neurosurgery recruited a new faculty member in fiscal year 2015, and a new chair was
appointed in the Department of Psychiatry. Also, a new faculty member was recruited in the Department
of Pharmacology whose work focuses on neurosciences. The new faculty member in the Department of
Pharmacology also received a University of Texas Rising STARS award for $250,000.

2014 Progress
Adult/Children Cancer

32

•

A director for the Greehey Children’s Cancer Research Institute has been recruited and will start in December
2014.

•

The Cancer Prevention Research Institute of Texas (CPRIT) awarded 10 researchers close to $7.2 million in grants
for 2015. The research work ranges from reducing cervical cancer rates in the Lower Rio Grande Valley to finding
less toxic cancer treatments though a better understanding of cell genetics. Also included in the award was a
significant recruitment grant.

•

Pediatric oncologists at the Health Science Center will lead a consortium of regional providers in pediatric cancer
research trials under a $3.7 million five-year grant received from the National Cancer Institute (NCI). The grant
focus is on survivorship, cancer care delivery, genetic counseling and family support services.

•

A faculty member in the Cancer Therapy & Research Center (CTRC) received a $1.7 million U.S. Food and Drug
Administration (FDA) grant for brain tumor research.

•

A faculty member in the Department of Pharmacology received a National Institutes of Health (NIH) grant for
$1.6 million to study skin cancer prevention.

•

A Department of Medicine hematologist/oncologist received a $1.2 million grant from the Department of Defense
(DOD) to study lupus.

•

An oncologist researcher received $900,000 from the Ovarian Cancer Research Foundation to better understand
the immune impediments in ovarian cancer, and an $800,000 grant from an international program to develop

Research

an antibody that will block a specific cancer metabolic pathway, and reduce the ability to suppress the immune
system.
•

A pediatric hematologist/oncologist received $330,000 from the St. Baldrick’s Foundation to continue
groundbreaking research into the long-term problems with lifesaving chemotherapy in children.

•

A faculty member in the School of Medicine was awarded a $250,000 “Hope Grant” from Hyundai Motor America
to fund childhood cancer research.

Aging
•

The Barshop Institute for Longevity and Aging Studies received $7.5 million from the National Institute on Aging.
The award will assist researchers in accelerating the development of commercial drugs that slow the aging process
and improve the quality of life for older people.

Diabetes
•

A faculty member in the Department of Pharmacology received a National Institutes of Health (NIH) grant for
$2.9 million to study obesity and Type 2 diabetes on a cellular level.

Health Disparities
•

The School of Medicine is developing a mission, vision and scope of service for the Center for Minority Health
Implementation and Dissemination Research. The Center was formed to enhance research infrastructure and to
promote projects with a special focus on community engagement that addresses community health disparities.

Neurosciences
•

The Health Science Center is participating in The University of Texas System Neuroscience Council which brings
together top researchers from The University of Texas System institutions to explore new convergent research.

•

The School of Medicine established a baseline for neuroscience federal funding and will track progress going
forward. From fiscal year 2013 to 2014, funding increased by 27 percent.

2013 Progress

33

•

Two neurosciences faculty were recruited in 2013 by the Department of Physiology and will have research
laboratories at the South Texas Research Facility.

•

Two new faculty were also recruited by the Research Imaging Institute.

Research

Strategy 2: Continue to enhance the aging program at the Texas Research Park.
2015 Progress
•

The Barshop Institute for Longevity and Aging Studies received a grant that establishes the Claude D. Pepper
Older Americans Independence Center. The grant is for five years totaling $3.5 million and represents only one
of 15 awarded across the nation. The grant will allow the Barshop to develop the human translational research
component for their current basic science research.

•

The Barshop Institute for Longevity and Aging Studies received renewal funding for the Nathan Shock Center of
Excellence in the Biology of Aging totaling $3.6 million over five years. The center is only one of six across the
country.

•

During the 84th legislative session, the Barshop Institute for Longevity and Aging Studies received $4.0 million of
new state funding.

•

The Barshop Institute for Longevity and Aging Studies recruited two new faculty in fiscal year 2015.

2014 Progress
•

The Barshop Institute for Longevity and Aging Studies received $7.5 million from the National Institute on Aging.
The award will assist researchers in accelerating the development of commercial drugs that slow the aging process
and improve the quality of life for older people.

•

The Barshop Institute for Longevity and Aging Studies continues to recruit for new faculty.

2013 Progress
•

The Texas Legislature approved $4.0 million to be funded in 2014 to establish a Translational Aging Research
Program within the Barshop Institute of Aging and Longevity.

•

A Director for the Barshop Institute of Aging and Longevity was recruited who has experience as a translational
researcher and is a physician. His start date is September 1, 2013.

•

The Center for Healthy Aging also recruited a physician-scientist faculty in 2013.

The Cancer Therapy & Research Center (CTRC) received renewal as a designated National Cancer Institute. The
renewal is accompanied by a support grant that totals $9.0 million over the next five years. CTRC is only one of

Research

four Texas cancer centers in Texas with the designation, and the only center in South Texas.
2013 Progress
•

The application will be submitted to National Cancer Institute (NCI) in September 2013, and the site visit is
scheduled for February 11, 2014.

One of the organized research units was reviewed in 2014. The other nine research units were completed in fiscal
year 2013.

•

The institutional policy for the organized research reviews was revised, and the reviews will now take place every
six years. The next reviews will be completed in fiscal year 2019.

2013 Progress
•

A committee has been appointed to review the organized research units. The committee completed reviews on
nine of the 10 research units.

Strategy 5: Establish endowed chairs in research.
2015 Progress
•

Seven new endowed academic positions were established in 2015. The endowments support research for cancer,
medicine, diabetes, military health and nephrology.

2014 Progress
•

Thirteen new endowed chairs positions were established in fiscal year 2014. The supported research for the
chair positions range from cardiology, cancer and reproductive endocrinology. Also, seven of the chairs were
established for pediatric specialties.

2013 Progress
•

35

USAA Foundation gifted the Health Science Center with a $3.0 million endowment for neurosciences research.
The endowment created a President’s Distinguished University Chair in Discovery in Neurosciences Research, a
field that spans across all five schools and multiple scientific disciplines.

Research

Strategy 6: Develop several new areas of significant research strength that are aligned with regional health care
problems in the next five years, such as early cognitive development and the environment, obesity and
nutrition, outcomes for research and safety, stem cell, and women’s health, children and wellness.
2015 Progress
•

The Health Science Center received two five-year grants totaling $13.75 million from the U.S. Department of
Health & Human Services’ Office of Adolescent Health to expand the evidence-based programs provided by UT
Teen Health, the university’s initiative that promotes healthy choices for adolescents.

•

Salud America has received a $1.3 million grant from the Robert Wood Johnson Foundation to develop new
evidence and educational content to drive healthy policy changes for Latino children.

•

The Department of Pediatrics in the School of Medicine received two grants to study childhood obesity from the
National Institutes of Health (NIH) and the San Antonio Area Foundation. The grants totaled over $120,000.

•

Eleven grants totaling $4.5 million were received by the Health Science Center to study stem cells.

•

The School of Medicine and Institute for Integration of Medicine and Science (IIMS) have allocated funds to
encourage and to create opportunities for clinical and patient-centered outcomes and/or comparative effectiveness
through the Clinical Investigator Kickstart Pilot Program (ClIK) and the Visionaries Pilot Program. The programs
were created to increase scientific activity and submission of applications to the National Institutes of Health (NIH)
and/or other sources of funding for a program project, center of excellence or similar large awards.

2014 Progress
Obesity and Nutrition
•

A faculty member in the Institute for Health Promotion Research received a $2.9 million National Institutes of
Health (NIH) grant award to implement a Latino child obesity program.

•

A faculty member received a $1.5 million grant from the National Institutes of Health (NIH) to fund testing of a
novel anti-inflammatory drug on glucose metabolism.

Women’s Health
•

An Obstetrics and Gynecology faculty member was awarded a National Institutes of Health (NIH) renewal grant
for $7.3 million for fetal development studies.

Stem Cell
•
36

A School of Dentistry faculty member received $1.7 million from the American Association of Endodontics to
fund stem cell research.

Research

2013 Progress
•

For early cognitive development and the environment, the South Texas Autism Research Team hosted an autism
translational science speaker series to promote collaborations and awareness of key autism research initiatives
throughout the nation.

•

The Health Science Center received $2.0 million in funding in 2013 from the National Institute of Diabetes and
Digestive and Kidney Diseases (NIDDK) and American Diabetes Association to examine pathogenesis of insulin
resistance in aging and obesity.

•

Discussions have initiated to consider launching a human induced pluripotent stem cell bank that would be
available to researchers. The tissues would be sequenced to provide genetic background information on cells. This
concept would bring together nutrition, metabolism, stem cells and aging research.

•

The Health Science Center is represented on the RegenMedSA steering committee and partners with other
research institutions in the city to organize the next city-wide stem cell conference.

•

The School of Dentistry recruited a senior scientist to complement an active team of investigators studying stem
cells and their capacity to develop new salivary glands.

•

Research to Advance Community Health (ReACH) Center is implementing a population-based Hepatitis C virus
screening program at University Hospital System (UHS) for baby boomers. Over 1,000 unique individuals have
been tested to date. The project is funded by the Centers for Disease Control and Prevention (CDC).

•

ReACH presented qualitative research on the complementary, but distinctive roles of Mexican-American father
and mother in the family adopting healthy lifestyle.

•

The use of technology to improve quality of care has been accomplished through a unique national research
network focused on improvement science, the Improvement Science Research Network (ISRN). ISRN research
projects amass around “systems thinking” and emphasize operations and process improvement. Studies evaluate
which improvement strategies are effective for quality and patient safety.

Strategy 7: Develop the South Texas Research Facility into a leading, collaborative, translational research
environment.
2015 Progress

37

•

The South Texas Research Facility Council meets regularly to discuss space allocation. The Council determines
what type of research will be housed in the facility along with the best use for space. The facility is now driven by
departments rather than themes.

•

The South Texas Research Facility has 244 laboratory benches and 31 vacant benches. During fiscal year 2015, 20

Research

new laboratories were established for molecular medicine, neurosurgery, physiology and urology. The occupancy
rate is at 87%.
2014 Progress
•

A South Texas Research Facility Council was formed and will be responsible for the development of the facility and
space allocation.

•

During fiscal year 2014, three new laboratories were established at the South Texas Research Facility and four
laboratories moved to other facilities. The current occupancy rate is 75%.

2013 Progress
•

At the end of fiscal year 2013, the South Texas Research Facility reached 90% occupancy.

•

The School of Medicine has recruited two neuroscientists and two oncologists that will occupy space in the South
Texas Research Facility.

Strategy 8: Build an effective Office of Clinical Research, and enhance clinical trial operations by fostering
development of clinical research units in the new clinical buildings and enhancing opportunities for
junior and mid-career faculty to complete research training.
2015 Progress
•

Velos, a clinical trial management system (CTMS), have been fully implemented for both cancer and noncancer studies. The system will house vital information on clinical trials that can be used for reporting, financial
management, participant management and regulatory tracking.

•

The Office of Clinical Research’s website for finding active research studies was enhanced to improve assessibility
for internal and external consumers.

•

The School of Dentistry’s new Center for Oral Health Care and Research opened in July 2015. Space has been
allocated for clinical research projects in the Center. Three clinical research projects are actively engaged in the
Clinical Research Clinic.

2014 Progress
•

38

Velos, a clinical trial management system (CTMS), was successfully deployed in the Cancer Therapy & Research
Center (CTRC). CTMS will streamline the cancer center review process, and will house vital information on
clinical trials that can be used for reporting purposes, financial management, participant management, and
regulatory tracking. Phase II of the implementation will start in the next fiscal year for all other institutional
clinical trials.

Research

•

Health Science Center leadership met with The University of Texas System consultant to discuss the development
of a University of Texas System clinical trials network.

•

The Office of Clinical Research was reorganized and is in the process of enhancing the clinical trial operations,
processes and procedures.

•

A clinical research technology working group was created and included representation from key constituents to
assist in the decision making and technology project prioritization.

2013 Progress

39

•

The School of Dentistry has designated space for clinical research in the new Center for Oral Health Care and
Research that is scheduled to open in 2015.

•

A business plan for an institutional Clinical Trials Office was approved by the administration in June 2013.
Services in the plan will be initiated by the Office of Clinical Research starting in September 2013.

•

A clinical trial management systems software is in the process of being implemented to enhance the tracking
of information and data on clinical trials. The first phase of the implementation was completed at the Cancer
Therapy & Research Center (CTRC).

•

A draft policy for clinical trials’ centralized business processes and responsibilities have been drafted and are in the
review process.

Research

Strategy 1: Target recruitment into existing and new areas by recruiting newly educated graduates from programs,
and identify and recruit promising graduates who are in the educational pipeline, and support career
development, including post-doctoral research and specialty training.
2015 Progress

Goal 2
Recruit and nurture the next
generation of basic and clinical
scientists into the institution’s
priority research themes.

•

The Health Science Center received a five-year grant for $3.5 million from the National Institutes of Health (NIH)
to enable post-doctoral research scientists to perfect their teaching capabilities and skills at three undergraduate
universities. This program will enhance their career potential while inspiring undergraduate students to enter
research careers.

•

F-Troop, a hands-on, year round grant writing workshop meets weekly and targets pre- and post-doctoral trainees
engaged in the preparation of fellowship grant applications. Approximately 45 trainees participated in the
workshops.

•

A “Grant Writing for New Investigators” workshop was offered twice a month for advanced post-doctoral trainees
and early career faculty. Approximately 20 trainees attended the workshops and 10 new National Institutes of
Health (NIH) fellowship awards were received.

•

A graduate student received $10,000 from the Jess Hay Endowment, the Chancellor’s Graduate Student Research
Fellowship, to support cancer prevention work.

2014 Progress
•

New scientists and scientists-to-be at the Cancer Therapy & Research Center (CTRC) received a $1.6 million grant
from the Cancer Prevention and Research Institute (CPRIT) to support research training programs for M.D. and
Ph.D. fellows, and graduate and undergraduate students.

•

F-Troop, a hands-on, year round grant writing workshop meets weekly and targets pre- and post-doctoral trainees
engaged in the preparation of fellowship grant applications. Approximately 50 trainees participated in the
workshop and 11 new National Institutes of Health (NIH) fellowship awards were received.

2013 Progress

40

•

Twelve new National Institutes of Health (NIH) National Research Service Award (NRSA) F-Series awards were
received in fiscal year 2013 to support pre-doctoral students and fellows in research training. The goal is to mentor
these students and target them for future recruitment opportunities.

•

The School of Dentistry secured renewal funding for the prestigious National Institutes of Health (NIH) grant,
COSTAR, for the period of 2013–2018. The grant will ensure that continued dual degree training is available to
dental students and will provide strategies for long-term recruitment to faculty positions. Five of the six DDS/
Ph.D. students receiving funding have transferred to individual NIH F30 fellowships. The students are scheduled
to graduate in 2015 and 2017.

During fiscal year 2015, 20 GrantSeekers presentations were offered. Seventeen grants were reviewed, and three of
the grants were successfully funded for $6.3 million. The overall return on investment from successful funding for
fiscal years 2013 through 2015 was $29.5 million.

•

Several faculty used the new editorial review services provided through the Expanded GrantSeekers program. The
expanded program includes mechanisms to support specific experiments geared towards improving the likelihood
of funding for a revised proposal, and expert editorial service to improve the quality of manuscript and grant
submissions.

•

The School of Medicine and Institute for Integration of Medicine and Science (IIMS) have allocated funds to
encourage and to create opportunities for clinical and patient-centered outcomes and/or comparative effectiveness
through the Clinical Investigator Kickstart Pilot Program (ClIK) and the Visionaries Pilot Program. The programs
were created to increase scientific activity and submission of applications to the National Institutes of Health (NIH)
and/or other sources of funding for a program project, center of excellence or similar large awards.

•

The School of Medicine created a Patient Centered Outcomes Research Institute (PCORI) Funding Workgroup
to further engage faculty interested in patient-centered outcomes research and to provide support to faculty for
submission of PCORI applications. A workshop was conducted in January 2015 which included a review panel of
PCORI-funded faculty and PCORI reviewers. The group’s focus is on encouraging capacity building and increased
applications for patient-centered outcomes. The Health Science Center submitted a total of eight
Letters of Intent (LOI) to PCORI in fiscal year 2015.

•

The School of Health Professions appointed a Faculty Research Development Committee and hired a research
coordinator whose primary responsibility will be to assist faculty in coordinating the preparation and submission
of grants.

2014 Progress

41

•

During the year, there were 19 GrantSeekers presentations. Also, a “Researchers Enhancement Program” was
developed with the goal to assist investigators in enhancing their research programs to the next level and to remain
at the forefront of their fields.

•

The estimated return on investment from the researchers that attended the GrantSeekers program in 2013 is
approximately $10.0 million. Also, some of the 2014 attendees have already realized a benefit of approximately
$4.7 million.

•

The University of Texas System activated the functionality in SciVal to notify all researchers of grant opportunities.
SciVal is a database that profiles research investigators grant awards and publications.

Research

2013 Progress
•

During fiscal year 2013, 28 GrantSeekers presentations were made to interested faculty to enhance grant writing
skills.

The deans along with the chairs revamped the faculty performance review process, and as part of the process,
communicated research expectations and productivity. As a result, state salary savings of $6.9 million were freed
up between 2013 and 2015 for the schools and departments to reinvest in research strategic initiatives.

2014 Progress
•

One of the recommendations from the Institutional Sustainability Task Force was to develop research faculty
productivity metrics. The research sub-group of the Task Force recommended the appointment of a Research
Strategic Advisory Council which was subsequently appointed. One of the deliverables from the Council will be
to develop some metrics and guidance to measure research productivity and to strategically maximize research
resources.

•

The School of Medicine established a baseline for neuroscience federal funding and will track progress going
forward. From fiscal year 2013 to 2014, funding increased by 27%.

2013 Progress
•

A database, SciVal, which provides profiles of research investigators’ grant awards and publications, was updated to
increase profiles from 1,000 to 1,600.

•

A consultant has been engaged to provide guidance and expertise on the types of research productivity
measurements that can be used to enhance and maximize research resources.

Strategy 4: Leverage The University of Texas System’s STARS funds to recruit and retain new and established
investigators.
CHANCELLOR’S FRAMEWORK: Continue institutional effort to identify, recruit, and retain great faculty, utilizing
and expanding the STARS program to enable great research and teaching; and, by expanding teaching excellence
awards. (See also Education – Goal 4, Strategy 2)

42

Research

2015 Progress
•

A University of Texas STARS Translational award for approximately $1.3 million was received by the Director of
the Greehey Children’s Cancer Research Institute.

•

Three faculty in Molecular Medicine, Pharmacology and Microbiology & Immunology each received $250,000 for
the Rising STARS award from The University of Texas System.

•

Four research faculty were each awarded $100,000 in UT BRAIN seed grants by The University of Texas
Neuroscience and Neurotechnology Research Institute. This initiative was established to revolutionize the
understanding of the brain and help treat, cure and prevent neurological disorders.

2014 Progress
•

A University of Texas STARS translational award for $250,000 was received by a faculty member in Molecular
Medicine.

2013 Progress
•

A University of Texas System Rising STARS 2013 award was presented to an investigator recruited and specializing
in geriatrics.

Strategy 5: Identify new revenue streams to fund research, including enhancing philanthropic efforts; partnering
with the military; and, promoting business innovation research and industry partnerships.
CHANCELLOR’S FRAMEWORK: Identify new revenue streams, including philanthropy, to support research
missions.
2015 Progress

43

•

Seven new endowed academic positions were established in 2015. The endowments support research for cancer,
medicine, diabetes, military health and nephrology. In addition, nine other program endowments were created for
research in the areas of cancer, aging and neonatology.

•

Stewardship efforts have strengthened with regional foundations to support basic science research. During fiscal
year 2015, approximately $7.4 million was funded by foundations to support research initiatives.

•

Two Department of Defense grants totaling $2.1 million were received in 2015 to study substance abuse.

•

With the establishment of the Military Health Institute, communications with the U.S. Department of Veterans
Affairs (VA), San Antonio Military Medical Center (SAMMC), U.S. Army Institute for Surgical Research (ISR) and
the Army-Baylor graduate programs have dramatically increased. Also, the Institute for Integration of Medicine

Research

and Science (IIMS) has made a commitment for shared funding of military health-related pilot projects.
•

Conversations continue with The University of Texas at San Antonio (UTSA), Southwest Research Institute
(SwRI), the National Trauma Institute and military partners to create a Trauma Consortium.

•

In April 2015, the Military Health Institute, the Office of the Vice President for Research and Office of Sponsored
Programs conducted an initial orientation to faculty and staff interested in pursuing Department of Defense
research grants.

•

A research collaboration document was created between the Department of Defense (DoD), U.S. Department of
Veterans Affairs (VA) and the Health Science Center.

•

The Military Health Interest Group sponsored several seminars and tours with the military. The events included a
tour of San Antonio Military Medical Center (SAMMC), military guest speakers and military recruiters.

2014 Progress
•

The Cancer Therapy & Research Center (CTRC) exceeded its annual fundraising goal and received $13.2 million
in gifts.

The School of Medicine was selected as a member of the Greater Plains Collaborative, a network funded by the
National Patient-Centered Outcomes Research Institute, with membership spanning 10 medical centers in seven
states. The collaborative will establish infrastructure to link medical records for ALS, breast cancer, and obesity
across the network.

•

The Institute for Integration of Medicine and Science (IIMS) partnered with Fort Sam Houston’s Graduate
School Research Council for their annual research day. IIMS continues to engage military researchers on several
collaborations.

•

A Military Health Institute (MHI) was established which will focus on leading innovative medical research, health
education and health care that enhances and nurtures military collaborations aimed at improving the health and
well-being of military personnel and veterans throughout the community, state and nation.

2013 Progress

44

•

Recruited a Director of Biomedical Research Development in the Office of the Vice President for Research to
oversee industry relations and partnerships.

•

BioMed SA has organized a Task Force to evaluate collaborations between the Health Science Center and military.

Research

â&#x20AC;˘

The Institute for Integration of Medicine and Science leadership is actively developing strategies to enhance
interactions with the military. In May 2013, a half-day meeting was held with Wilford Hall Air Force Medical
Center, and a tour of their research programs and facilities was a part of the visit.

â&#x20AC;˘

45

The School of Nursing is partnering with San Antonio Military Medical Center (SAMMC) in creating a program
for military medical personnel.

EPIC, the electronic health record (EHR), and Velos, the Clinical Trial Management System (CTMS), were
integrated to provide the seamless transfer of patient information and care protocols to improve care and patient
safety.

Goal 3

2014 Progress

Enhance and expand research
technology and infrastructure.

2013 Progress

•

An interface is being built between EPIC, the electronic health record, and Velos, the clinical trial management
system (CTMS), to increase the identification of potential and eligible patients for clinical trials, and to improve
the safety of patients participating in an active study. The project is 85% complete.

•

The clinical trials management systems software was implemented for the Cancer Therapy & Research Center
(CTRC) which will include the integration with the electronic health record, EPIC.

•

The School of Medicine recruited a faculty member with expertise in medical informatics.

The University Core Research Facility (UCRF) Committee has made several recommendations for investments
in bioinformatics which includes an investment in highly skilled personnel and the formation of a bioinformatics
core. It was recommended the new core leverage technology infrastructure with a sister institution that has one of
the top super computers in the world and provides a resource to those in need of high performance computing and
large storage capacity.

2014 Progress
•

The School of Medicine has met with the Department of Epidemiology and Biostatistics to discuss methods
of capturing data on research productivity and return on investment. A preliminary list of metrics has been
developed.

2013 Progress
•
46

The institution has recruited a faculty member who specializes in biomedical informatics and advanced
bioinformatics approaches.

Research

Strategy 3: Increase research core usage by investigators and target new technologies to be competitive.
2015 Progress
•

In 2015, the cores showing increased usage were the Core for Advanced Translational Technologies (CATT) and
Flow Cytometry. Increased usage for these two cores was primarily from newly recruited faculty. Other cores
showed declines in usage, however, this was compensated by a 13% increase in services provided to external
investigators over fiscal year 2014. Overall, the core usage for fiscal year 2015 showed minimal change.

•

The Core for Advanced Translational Technologies (CATT) sponsored two technology awareness seminars on the
Next-Generation Sequencing (NGS) resources that rapidly sequence whole genomes and makes large-scale, wholegenome sequencing accessible and practical for the average researcher. The CATT and Greehey Children’s Cancer
Research Institute solicited applications for three pilot projects.

•

Two core initiatives were implemented during fiscal year 2015 to introduce new technologies into the cores. First,
the Optical Imaging Core purchased a confocal microscope to meet the heavy demand for the technology. Second,
the Core for Advanced Translational Technologies (CATT) was reorganized after new leadership was appointed to
the core. The core is now called the Bioanalytics and Single Cell Core (BASiC) and merged the CATT technologies
with new technologies for the detection, isolation, banking and bioanalytical characterization of single cells.

•

iLab Solutions, a core management software is in the process of being implemented. This project was initiated
by the Texas Regional CTSA Consortium (TRCC) and is funded by The University of Texas System to create
a System-wide core facilities network. The software functionality includes core facility request management;
equipment reservation and usage tracking; project tracking; billing and invoicing; and, business intelligence
reporting. Also, this software tool is expected to reduce costs and will improve investigator’s access to shared
resources at other institutions participating in the UT network. The software is being implemented in three
phases. The first two phases were completed and the final phase is scheduled to be completed in October 2015.

2014 Progress
•

Expanded technology and upgraded high-performance computing and high-throughput screening capability in
support of the research cores and basic sciences.

•

The University Core Research Facilities (UCRF) Committee has reviewed the cores, and made recommendations
to close the DNA core, and consolidate two Flow Cytometry facilities into one. Also, there were
recommendations to decrease funding to other core facilities.

•

An increase in core activity was seen in some of the cores ranging from 10% to 28% in usage for fiscal year 2014.

2013 Progress
•
47

As part of the Clinical Translational Science Award (CTSA) renewal process in 2012, a new core was established,
the Core for Advanced Translational Technologies (CATT), to support biorepository and systems-based

Research

approaches to translational research. During fiscal year 2013, equipment was installed and robust procedures were
developed to launch services. This core has proven to be rapidly growing in both the scope and volume of services
it offers. The CATT also serves as the centralized biorepository for both the Department of Defense (DOD) and
VA supported research projects.
•

The School of Medicine established a core model for statistical and programming support including, but not
limited to a billing and time tracking system instituted for faculty and staff.

•

An Advanced Technology Expo and various presentations were made during the year to increase faculty awareness
on core technologies.

•

Surveys on the cores were sent to all faculty to raise awareness on core services.

The University Core Research Facility (UCRF) Committee has made several recommendations for investments in
bioinformatics, including investments in highly skilled personnel and the formation of a bioinformatics core.

2014 Progress
•

The University Core Research Facilities (UCRF) Committee made a recommendation for a bioinformatics
initiative; however, there is currently no funding available for the initiative.

2013 Progress

48

•

A faculty-led technology panel was appointed and has been charged with evaluating the portfolio of core resources
and to make recommendations on prioritized support to align with a strategic direction for the cores. The charge
also includes an evaluation of underutilized cores, or those that need to be reorganized and/or consolidated.

•

Custom software to manage core service requests and financial transactions is in development. This software will
allow users to view the status of projects, along with cost estimates, billing and payment information.

A programmer was funded to streamline data transfer and processing of high-throughput DNA sequence data.

Research

Strategy 5: Increase the amount of resources that support research initiatives by establishing a faculty learning
community to enhance research and clinical skills, and to establish a formal research mentoring program
to assist faculty with scholarly endeavors.
2015 Progress
•

During the fiscal year 2015, 20 GrantSeekers presentations were offered. Also, several faculty have used the new
editorial review services provided through the Expanded GrantSeekers program. The expanded program includes
mechanisms to support specific experiments geared towards improving the likelihood of funding for a revised
proposal.

•

The School of Medicine created a Patient Centered Outcomes Research Institute (PCORI) Funding Workgroup
to further engage faculty interested in patient-centered outcomes research and to provide support to faculty for
submission of PCORI applications. A workshop was conducted in January 2015 which included a review panel of
PCORI-funded faculty and PCORI reviewers. The group’s focus is on encouraging capacity building and increased
applications for patient-centered outcomes. The Health Science Center submitted a total of eight Letters of Intent
(LOI) to PCORI in fiscal year 2015.

•

In October 2014, the San Antonio Life Sciences Institute (SALSI) sponsored three lectures on writing successful
grant proposals.

•

The School of Health Professions established a Faculty Research Development Committee in fiscal year 2015.
A research lunch and learn series meets on a monthly basis to provide support in the integration of research
activities. Two pilot grants were awarded by the Office of the Vice President for Research to faculty in Emergency
Health Sciences and Physical Therapy. In addition, a research coordinator was hired to support faculty with preaward and post-award activities.

2014 Progress
•

During the year, there were 19 GrantSeekers presentations. Also, a “Researchers Enhancement Program” was
developed with the goal to assist investigators in enhancing their research programs to the next level and to remain
at the forefront of their fields.

2013 Progress
•

49

During fiscal year 2013, 28 GrantSeekers presentations were made to interested faculty to enhance grant writing
skills.

Research

Strategy 6: Expand Office of Technology Transfer and Commercialization capabilities in technology transfer,
industry collaboration and new venture creation and incubation to enhance commercialization of
research discoveries to benefit patients, the institution and the public.
CHANCELLOR’S FRAMEWORK: Enhance technology transfer and commercialization.
CHANCELLOR’S FRAMEWORK: Leverage research productivity and reputation of other UT System institutions
to attract greater resources to expand and develop technology/biotechnology research hubs within our communities
(e.g., venture capitalists, angel investors, etc.).
2015 Progress

50

•

In December 2014, a new Executive Director was hired for the Office of Technology Commercialization. Also,
three new personnel were hired that are trained in intellectual property and strategy.

•

The new Executive Director has made several presentations to departments and the faculty, and has spoken at
various retreats and seminars to encourage entrepreneurial pursuits. In addition, the Executive Director has had
several discussions with various external stakeholders and pharma companies on the development of partnerships
with the Health Science Center.

•

The Office of Technology Commercialization will sponsor the first of four quarterly events in fiscal year 2016 called
Science, Technology and Innovation Reception (STIR). STIR will engage the external community to collaborate in
the commercialization of Health Science Center technologies. Also, the goal is to identify potential management
for new start-ups and identify pharma partners, as well as create an environment that is highly collegial and
engaging.

•

The Office of Technology Commercialization has funded a group of pre- and post-doctoral candidates as interns
to learn best practices in commercialization of health care technologies, as well as learn the method of assessing
database technologies. The group is called the Student Team Advisory Group (STAG) and meets weekly.

•

The Office of the Vice President for Research is collaborating with San Antonio Technology Center (SATC) to
reach an agreement whereby the Health Science Center can incubate companies at SATC and assist companies in
becoming sustainable with a return in value in health care products.

•

The President’s Translational and Entrepreneurial Research Fund (PTEF) was established to provide early stage
funds to promote commercialization of technologies developed at the Health Science Center.

•

The Health Science Center and two other University of Texas System institutions have received a $350,000
award from The University of Texas System Office of Technology Commercialization to create a “UTSA/UTEP/
UTHSCSA Technology Entrepreneurship and Commercialization Partnership”. The partnership is designed to
foster innovation, entrepreneurship and commercialization in the areas of biomedical devices, therapeutics and
biomedical engineering.

Research

2014 Progress
•

The Office of Technology Transfer and Commercialization has recruited a new director who will start on
December 1, 2014.

•

The Interim Vice President for Research is collaborating with the City of San Antonio to create a shared life science
incubator with The University of Texas at San Antonio (UTSA), Texas Research & Technology Foundation (TRTF)
and the Health Science Center.

•

Invention disclosures increased by 12% from fiscal year 2013. There were 57 invention disclosures in fiscal year
2014.

•

Two new start-up companies were formed in 2014. One Health Science Center start-up company was acquired by
a global provider of medical devices for $2.3 million.

2013 Progress

51

•

The Vice President for Research collaborated with the Office of Technology Transfer and Commercialization and
the local business community to develop a course on “Translational Medical Product Development”. The course
explores the process of translating basic research into market driven products, intellectual property management
and the complex regulatory pathways for commercialization.

•

One of the Cardiology faculty member’s spin-off company was provided a $1.99 million investment for the
development and commercialization of an innovative technology platform, CardioVolTM, which allows real-time
blood volume measurement using existing pacemaker components and lead systems to both detect disease and
treat patients with the devices. This is a joint venture with The University of Texas at San Antonio (UTSA).

The School of Medicine created a Patient Centered Outcomes Research Institute (PCORI) Funding Workgroup
to further engage faculty interested in patient-centered outcomes research and to provide support to faculty for
submission of PCORI applications. A workshop was conducted in January 2015 which included a review panel of
PCORI-funded faculty and PCORI reviewers. The group’s focus is on encouraging capacity building and increased
applications for patient-centered outcomes. The Health Science Center submitted a total of eight Letters of Intent
(LOI) to PCORI in fiscal year 2015.

•

The School of Medicine and Institute for Integration of Medicine and Science (IIMS) have allocated funds to
encourage and to create opportunities for clinical and patient-centered outcomes and/or comparative effectiveness
through the Clinical Investigator Kickstart Pilot Program (ClIK) and the Visionaries Pilot Program. The programs
were created to increase scientific activity and submission of applications to the National Institutes of Health (NIH)
and/or other sources of funding for a program project, center of excellence or similar large awards.

•

The Health Science Center signed an agreement with The University of Texas at San Antonio (UTSA) to develop
collaborations between the two institutions in the area of cancer research.

Goal 4
Leverage collaborative
opportunities within the Health
Science Center and across The
University of Texas System to
advance basic, clinical, and
translational research programs.

2014 Progress
•

A Research Strategic Advisory Council was appointed in July 2014 to develop a cross-institutional research
strategy; to establish priorities; and, to facilitate and foster interdisciplinary and collaborative efforts.

•

The San Antonio Life Sciences Institute (SALSI) Innovation Challenge awarded more than $750,000 in grants to
fund collaborative studies with a focus on public health issues and diseases of global impact. Funding will support
early and conceptual stages of project development. SALSI is a model of how a general academic institution, The
University of Texas at San Antonio (UTSA), and an academic health science center can join forces for greater
research and graduate education.

Strategy 2: Establish new collaborations among clinical and basic scientists to benefit the health of patients and
population.
2015 Progress
•

52

The Center for Innovative Drug Discovery (CIDD), a joint venture between the Health Science Center and The
University of Texas at San Antonio (UTSA) has entered into a research development partnership with Germanbased Cytocentrics Bioscience. The research partnership has potential impact for drug discovery research across
multiple therapeutic disciplines.

Research

•

The Center for Innovative Drug Discovery (CIDD), a joint venture between the Health Science Center and The
University of Texas at San Antonio (UTSA) is partnering on a $1.9 million award from the Cancer Prevention and
Research Institute of Texas (CPRIT) to develop the next-generation of breast cancer treatment drugs.

2014 Progress
•

Researchers from the Schools of Dentistry and Medicine are working with the Center for Innovation in Drug
Discovery, a partnership between the Health Science Center and The University of Texas at San Antonio (UTSA),
to develop novel drugs to improve efficacy for the purpose of systemic administration to treat tumors that are
inaccessible to local injection or that have metastasized.

•

The Texas Cancer Diagnostics Pipeline Consortium, which consists of the faculty from the Schools of Dentistry
and Medicine, and research investigators from Rice University, UT Health Science Center at Houston, and M.D.
Anderson, received a two-year extension on a multi-institutional grant for $3.9 million to develop nano-sized
biomarker technology for diagnosing prostate, oral and ovarian cancers.

2013 Progress
•

The institution received $45.0 million for a research grant to improve treatment of post-traumatic stress disorder
(PTSD) in military populations. The project will be a collaboration with the Department of Defense (DOD) and
the Department of Veteran’s Affairs.

•

ReACH is developing a substance abuse research program in collaboration with Department of Defense (DOD)
partners.

•

Preliminary discussions have been initiated with San Antonio Military Medical Center (SAMMC) to develop a
Warrior Resiliency Institute that would be funded through private funding initiatives.

Strategy 3: Collaborate with The University of Texas System and its institutions on the CTSA, Core Collaborative
Project, and the research cyber infrastructure.
CHANCELLOR’S FRAMEWORK: Identify and pursue synergistic collaborations with other System institutions,
other higher education institutions, government agencies, as well as public and private entities to produce more
externally sponsored research funding and to create shared facilities (e.g., laboratory space, equipment).
2015 Progress

53

•

The Clinical and Translational Science (CTSA) principal investigators of The University of Texas System
institutions are collaborating on developing a centralized office for a network of clinical trials to be called “Clinical
Trial Xpress” (CTX) and have had discussions on developing metrics for the CTSA programs.

•

In collaboration with the Texas Regional CTSA Consortium (TRCC), a clinical trial network, and The University

Research

of Texas System, a major Trial Innovation Center (TIC) grant application was submitted to the National Center
for Advancing Translations Sciences (NCATS) to establish the “Clinical Trials Xpress” (CTX). The grant would
support a national-level central coordinating office that utilizes centralized Institutional Review Boards (IRB)
and reciprocity agreements; master clinical trial agreements; centralized budgeting; trial performance and quality
monitoring; and, a menu of services that can be deployed depending upon the needs and complexity of the trial. If
funded, it will place Texas in a strong position for coordinating multi-site clinical trials at the national level.
2014 Progress
•

The Health Science Center is participating in The University of Texas System Neuroscience Council which brings
together top researchers from The University of Texas System institutions to explore new convergent research.

•

The Texas Regional CTSA Consortium (TRCC) and the Health Science Center leadership continue to work on
the TRCC Clinical Trials Network. The University of Texas Board of Regents approved Phase I of the project by
engaging a consultant to outline the current strengths in clinical trials at the four CTSA sites and services as a basis
for program implementation. The final report was submitted by the consultant in August 2014. Phase II, a larger
consultation project, also supported by the Board of Regents, will establish a central coordinating office along with
operational groups at each CTSA campus.

•

The Institute for Integration of Medicine and Science (IIMS)/CTSA Lean Six Sigma initiative was formally
implemented in May 2014. All program areas were reviewed in detail in preparation for selection of two initial
projects for improvement of efficiency and effectiveness. These projects will be pursued during fiscal year 2015.

2013 Progress
Collaborations with CTSA Partners in UT System
•

In coordination with other Texas CTSAs, the Texas Regional CTSA Consortium (TRCC) was established and
developed, and the Health Science Center leadership had roles in the Core Laboratory Working Group, the
Biorepository Working Group, Regulatory Support and the TRCC Clinical Trials Network.

•

Awarded two ARRA-funded CTSA supplements for: core consolidation and infrastructure in the new South Texas
Research Facility and a data repository for the Practice Based Research Network.

•

The CTSA evaluation and implementation team added system engineers from The University of Texas at San
Antonio (UTSA) with expertise in Lean Six Sigma.

Collaborations with UT System and UT Institutions
•
54

Created the Center for Innovative Drug Discovery, a joint program with The University of Texas at San Antonio
(UTSA) with state-of-the-art capabilities in medicinal chemistry and drug screening.

Research

•

In Phase 1 of cyber infrastructure initiative, connected the North Campus to the high-speed digital data network,
including a 10GB connection to advance genomic data transmission at the Greehey Children’s Cancer Research
Institute’s Genome Sequencing Facility.

Participating with The University of Texas System in core consolidation initiative to facilitate higher quality and
more effective usage of core infrastructure.

Initiatives to Support Synergistic Collaborations with Other Institutions

55

•

Established new core laboratories in the South Texas Research Facility that provided advanced research services to
investigators at the Health Science Center and other institutions of higher education and biotechnology institutes
and companies.

•

Co-sponsored a meeting and seminar with the co-founder of the Systems Biology Institute to facilitate
collaborations with Health Science Center investigators.

•

Awarded a Cancer Prevention Research Institute of Texas (CPRIT) grant to upgrade technologies in the
biomolecular NMR core facility and to introduce fragment-based drug discovery technologies.

56

Ours is a story of hope.

Health Care
Progress Reports
FISCAL YEARS 2013 - 2015

56

Health Care

Strategy 1: Focus our health care on the priority needs of the community and society, and develop service lines with
institutional and hospital partners to enhance the quality and delivery of specialty care.
2015 Progress

Goal 1
To provide compassionate
and excellent health care to
the public and community.

•

The University of Texas Board of Regents approved a new multi-specialty clinical practice site in the northwest
section of San Antonio to expand UT Medicine’s presence in a rapidly growing area of San Antonio. The new
facility will include primary care and specialty-care providers, as well as full imaging capabilities. The opening of
this facility is planned for early 2017.

•

The School of Medicine is working on the development of a comprehensive neurosurgery service with a hospital
partner that will increase surgical case volume in both adult and pediatric care. The planned clinical space will
have seven exam rooms.

•

During fiscal year 2015, a director was appointed to the newly created cardiovascular service line. This effort is a
collaboration between the Department of Cardiothoracic Surgery and the Divisions of Cardiology and Vascular
Surgery to integrate their clinical operations and to provide comprehensive, value driven care to patients with
cardiac and vascular diagnoses.

•

The Health Science Center announced the establishment of the first comprehensive Institute for Alzheimer’s and
Neurodegenerative Diseases in South Texas. Through this endeavor, the Health Science Center will offer expert
diagnostics; have physician specialists in Alzheimer’s related dementias, Parkinson’s and other diseases; offer
support programs for caregivers; and, provide access to clinical trials of new therapies. Approximately $35.0
million in funds were raised from the community to support the new Institute.

•

The United Council for Neurologic Subspecialties (UCNS) approved a fellowship for neurocritical care. The
Health Science Center will have the first UCNS accredited neurocritical care fellowship in the South Texas Region.

2014 Progress

57

•

A joint planning meeting with University Health System and the School of Medicine leadership in September 2013
started discussions on operational issues to recognize the importance of efficient operations as the platform from
which to develop and grow successful clinical programs.

•

The School of Medicine continues to explore affiliations in certain service lines with other hospital partners to
diversify inpatient venues.

•

A UT Medicine policy was developed in fiscal year 2014 regarding external referrals with input from the Primary
Care Center, the Chairs’ Specialty Access Workgroup, and the UT Medicine Board. Concomitant revisions to the
electronic health record, EPIC, were made to support the new practice. Also, an internal communication strategy
which included UT Medicine clinic providers and staff was developed and executed. For the first 10 months of
fiscal year 2014, there was an increase in referrals of 9.2% or approximately 3,500 referrals.

Health Care

2013 Progress
•

The Cancer Therapy & Research Center (CTRC) developed a multidisciplinary clinic service for lung cancer
patients which include pulmonologists and thoracic medical oncologists.

•

UT Medicine is in the final stages of developing an operational plan for collaboration between Cardiology,
Vascular Surgery and Cardiothoracic Surgery to develop a service line to enhance the delivery of cardiac specialty
care. A Cardio-Vascular center has been created and a director named.

•

A consultant was hired in May 2013 to assess a high-level strategic plan for attaining a cancer-specific inpatient
venue.

•

A consolidated private inpatient service for Hematology and Medical Oncology patients was established with a
hospital partner.

•

The School of Nursing received a $5.1 million Delivery System Reform Incentive Payment (DSRIP) contract to
fund the expansion of community clinics from one day/week to five days/week; to create an evening pediatric
clinic; to add evening and week-end hours across settings; for renovation of the Student Health Clinic; and, to add
interprofesssional Health Science Center students a practice venue and learning projects for service.

UT Medicine will expand services at the Medical Arts & Research Center (MARC) building by repurposing
40,000 gross square feet from administrative use to clinical space. The clinical expansion will include neurology,
neurosurgery, ophthalmology and new radiology modalities.

•

A consultant conducted a review of the Cancer Research & Therapy Center (CTRC) and made several
recommendations to strategically improve the alignment of operations and to pursue discussions with external
collaborators.

•

Patients First, a UT Medicine initiative branded to improve the coordination and efficiency of patient care across
22 UT Medicine clinical sites completed its second year of reviews. During fiscal year 2015, nine clinics were
reviewed which brings the total reviews to 17 clinics. Currently, four reviews are underway. To date, 133 providers
have completed the initiative and 87 scheduling templates have been enhanced to increase patient access to care.
Patient visits increased by approximately 20,000 and collections increased by $8.0 million over fiscal year 2014.

Health Care

2014 Progress
•

Patients First, a UT Medicine initiative branded to improve the coordination and efficiency of patient care started
with the engagement of an external consultant to increase patient access and clinical productivity. This initiative
involves a team that will work with each of the approximately 20 ambulatory care clinics to apply productivity
standards and process improvement ideas to enhance clinical performance. Only a fraction of the sites have been
reviewed, with data already showing an increase in activity.

2013 Progress
•

The School of Dentistry leadership developed a white paper identifying outcomes and strategies to improve
clinical efficiency and productivity with the intention to increase patient volumes and revenues. Work groups are
working to operationalize the white paper recommendations. During 2013, four major clinical processes were
implemented: screening rotation in General Practice Group (GCP) clinic; prepayment fee for professional courtesy
discount; second-year dental hygiene students’ integration into the GCP clinic; and, chair side assistant training
and infrastructure for second-year dental students.

•

UT Medicine continues to capture key clinical information in the electronic health record (EHR) in an effort to
evaluate service lines and to prepare for quality data reporting in calendar year 2014.

The School of Medicine initiated a new compensation plan that directly rewards clinical faculty for clinical
productivity. It is based on exceeding operating costs. A similar concept was applied to the institutional-wide
compensation plan.

2013 Progress

59

•

All faculty compensation plans for the School of Medicine were enacted in fiscal year 2013. The framework was
created with the assistance from a consulting firm. The incentive compensation programs were also expanded to
include Clinic Managers within UT Medicine. Up to 7.5% of base pay is at risk against established individual and
institutional goals.

•

As a result of the UT Medicine’s compensation plan initiative, clinical departments in the School of Medicine have
productivity standards for their faculty. Monthly reports are available detailing the clinical productivity of faculty
and departments, and its utilization of clinic space. In preparation of the fiscal year 2014 budgets, departments

Health Care

will be required to present analysis of current space utilization (using an established template) and plans for
optimizing current spaces and will identify additional space needs with detailed justifications. The University
of Texas at Austin engineering faculty will be assisting with methods to evaluate processes and clinic space
management.
•

The School of Nursing’s faculty compensation plan was approved by the Faculty Assembly. The school instituted
the UT Medicine productivity standards for faculty and departments. Productivity will be analyzed on a daily,
weekly and monthly basis.

Strategy 4: Partner with a hospital partner to develop a geographically serving, comprehensive ambulatory network
anchored with a state-of-the-art, free-standing academic-based children’s hospital that will serve the
needs of our community, region and the nation.
2015 Progress
•

No activity to report.

2014 Progress
•

A partnership with University Hospital System, UT Kids™, was developed and pediatric services are being offered
on the children’s floor of the new UHS Sky Tower which is the largest pediatric practice in Central and South
Texas.

•

At this time, a free-standing academic-based children’s hospital is not being considered.

2013 Progress
•

The Health Science Center has signed a Memorandum of Understanding with a hospital system to explore and
identify opportunities for an affiliation to provide pre-eminent pediatric care, academic training and research in
San Antonio and the South Texas region.

Strategy 5: Broaden community partnerships across settings and life spans.
2015 Progress

60

•

UT Medicine continues to develop a realtionship with CVS and the Minute Clinics. Medical directorship requests
have been fulfilled and discussions continue to enhance this affiliation.

•

The School of Nursing opened a sixth clinic site at the AVANCE Fenley Child Development Center.

•

The School of Nursing leadership, AVANCE and the UT Nursing Clinical Enterprise met with the City of

Health Care

Uvalde to develop a partnership called “Back to School Texas Health Steps Roundup”. Twenty-six children had a
comprehensive health care assessment.
2014 Progress
•

During fiscal year 2014, no new community partnerships involving patient care were initiated.

2013 Progress
•

The School of Nursing has expanded services at some community clinics from one day/week to five days/week;
and, is in the process of developing a senior house calls program.

Goal 2
Expand primary care which is
key to meeting comprehensive
health care needs, promoting
health literacy, healthier
lifestyles and preventive care,
and to expand the source of
referrals within the Practice
Plans of the individual schools.

•

UT Medicine will expand services at the Medical Arts & Research Center (MARC) building by repurposing
40,000 gross square feet from administrative use to clinical space. The clinical expansion will include neurology,
neurosurgery, ophthalmology and new radiology modalities.

•

The University of Texas Board of Regents approved a new multi-specialty clinical practice site in the northwest
section of San Antonio to expand UT Medicine’s presence in a rapidly growing area of San Antonio. The new
facility will include primary care and specialty-care providers, as well as full imaging capabilities. The opening of
this facility is planned for early 2017.

2014 Progress
•

The primary care practice at the Medical Arts & Research Center (MARC) has completed the successful
integration of Family Medicine and Internal Medicine.

•

UT Medicine opened a new Primary Care Clinic at Medical Drive that offers a number of services to meet the
primary health care needs of patients including Medicare well visits, well-child check-ups, women’s health and
counseling services, medication counseling and diabetes management classes. A second clinic is anticipated to
open in fiscal year 2015.

•

The UT Medicine Primary Care Center (PCC) locations have activated 60% of MyChart at all locations in order to
communicate electronically with patients on a daily basis.

•

Two new physicians have been added to the UT Medicine Primary Care Center (PCC), and eight are being actively
recruited.

•

UT Medicine is in the process of developing marketing materials with an affiliated national pharmacy chain to
promote primary care in their stores.

•

UT Medicine is in active negotiations with a large retail store chain to assume operational control of one of their
health centers, and to be followed by expanded primary care support for their beneficiaries across San Antonio.

2013 Progress

62

•

UT Medicine has created the infrastructure to develop a “patient-centered medical home” model of care delivery at
primary care sites. Also, a primary care center director has been recruited and will start in September 2013.

•

An affiliation agreement has been signed with a national pharmacy and UT Medicine to diversify sites of care and
to increase access to services.

Health Care

•

UT Medicine clinic hours were expanded to include evening hours in order to expand access to care.

All four Primary Care Center (PCC) locations have applied for the patient-centered medical model of care delivery
from the National Committee for Quality Assurance (NCQA).

•

The Health Science Center is creating the first comprehensive Institute for Alzheimer’s and Neurodegenerative
Diseases in South Texas. Through this endeavor, the Health Science Center will offer all medical, dental, allied
health and social services for patients and their families in one location, and will align these interdisciplinary
health services with the basic and translational aging research programs.

2014 Progress
•

The UT Medicine Primary Care Center (PCC) has collaborated with the School of Health Professions to offer
two Physician Assistants to work in the clinical practice. Also, the PCC collaborated with the Department of
Psychiatry to develop a model of integrated behavioral health in primary care and is actively recruiting for a
psychologist. In addition, existing faculty have been identified to provide clinical support for geriatric psychiatry,
general psychiatry and health psychology services. Finally, the PCC has hired two PharmDs who provide disease
management and medication management to patients in the PCC.

2013 Progress

63

•

The integration of mid-level providers and behavioral health services is underway. UT Medicine is using referral
data to assess the behavioral needs across the practice.

•

UT Medicine has recruited a primary care center director that will be responsible for developing interprofessional
models for delivery of primary health care.

Goal 3
Expand the growth of the
Practice Plans by increasing
patient volumes and revenues.

64

•

UT Medicine will expand services at the Medical Arts & Research Center (MARC) building by repurposing
40,000 gross square feet from administrative use to clinical space. The clinical expansion will include neurology,
neurosurgery, ophthalmology and new radiology modalities.

•

The University of Texas Board of Regents approved a new multi-specialty clinical practice site in the northwest
section of San Antonio to expand UT Medicine’s presence in a rapidly growing area of San Antonio. The new
facility will include primary care and specialty-care providers, as well as full imaging capabilities. The opening of
this facility is planned for early 2017.

•

The Health Science Center is creating the first comprehensive Institute for Alzheimer’s and Neurodegenerative
Diseases in South Texas. Through this endeavor, the Health Science Center will offer all medical, dental, allied
health and social services for patients and their families in one location, and will align these interdisciplinary
health services with the basic and translational aging research programs.

•

A consultant conducted a review of the Cancer Research & Therapy Center (CTRC) and made several
recommendations to strategically improve the alignment of operations and to pursue discussions with external
collaborators.

•

UT Medicine is in negotiation with one organization of primary care providers, and in discussions with another
large group of primary care providers, to increase referral opportunities for UT Medicine.

•

Patients First, a UT Medicine initiative branded to improve the coordination and efficiency of patient care across
22 UT Medicine clinical sites completed its second year of reviews. During fiscal year 2015, nine clinics were
reviewed which brings the total reviews to 17 clinics. Currently, four reviews are underway. To date, 133 providers
have completed the initiative and 87 scheduling templates have been enhanced to increase patient access to care.
Patient visits increased by approximately 20,000 and collections increased by $8.0 million over fiscal year 2014.

•

The School of Dentistry opened a new Center for Oral Health & Research in July 2015. The 198,000 square-foot
building will provide a venue for oral health care, education, training and research. The new Center is strategically
located and connected to the School of Medicine’s faculty practice, UT Medicine. The location of both buildings
will facilitate interdisciplinary work among the medical and dental students, as well as faculty-clinicians and
researchers.

•

The San Antonio Business Journal recognized and named four faculty as 2015 Health Care Heroes. The award is
given to local individuals who are making extraordinary contributions to health care.

Health Care

2014 Progress
•

Patients First, a UT Medicine initiative branded to improve the coordination and efficiency of patient care was
deployed in 2014. As a result of the evaluation of eight of the 22 clinical sites, patient capacity is expected to
increase by approximately 17% to 32% which equates to approximately $2.7 million in collections if the additional
capacity is filled. To date, 70 providers have completed the initiative and 68 scheduling templates have been
enhanced. In addition, there has been improvement in patient satisfaction rates for scheduling appointments.

•

For the first 10 months of fiscal year 2014, UT Medicine referrals increased by 9.2% or approximately 3,500.

•

The UT Medicine patient’s “After Visit Summary” (AVS) was revised to highlight the most critical information for
a patient, and the language was edited to be more patient-friendly.

•

The School of Dentistry is constructing a new Center for Oral Health Care and Research which will open in June
2015. The 198,000 square-foot building, costing $96.6 million, will provide a venue for student clinics and the
faculty practice.

•

The School of Dentistry had a 9.6% increase in pre-doctoral revenues from fiscal year 2013.

•

The School of Nursing’s Delivery System Reform Incentive Payment (DSRIP) waiver funding allowed the
expansion of the UT Nursing Clinical Enterprise nurse-led clinic model of integration and sustainability.

UT Medicine and the information technology group are in the process of implementing technology solutions to
improve coordinated care for patients; support greater health, disease and prevention programs; and, to efficiently
manage high-risk patients. These technological advances will allow integrated care teams to identify and address
gaps in care with patient populations; address gaps in care utilizing population health analytics; integrate care
management and coordination; and, engage patients in their care.

•

Healthy Planet, a technology tool, is being implemented and will be used to assist with population health activities,
including the tracking of patient outreach; providing care management which includes medication compliance;
and, documenting care plans and goals.

•

There was an increase in external referrals of 8.9% and internal referrals of 14.9% over fiscal year 2014.

Health Care

2014 Progress
•

Service line directors for oncology have been placed in the hospital to enhance the coordination of patient care.

•

The UT Medicine Patients First initiative has identified enhancements to provider and staff processes and
efficiencies to enhance the patient’s experience. A policy for external referrals was implemented, 68 scheduling
templates have been enhanced and patient intake and checklists have been created.

•

Two patient coordinators have been placed to provide effective coordination of care for the Women’s
Comprehensive Health Institute and the H-E-B Cancer Care Men’s Comprehensive Health Program.

•

UT Medicine is in the process of refining reports to better determine referrals from outreach areas.

2013 Progress
•

The School of Medicine has developed a mechanism for tracking consultation times in the hospital setting and is in
the process of formalizing the assessment process to enhance the coordination and integration of care for patients.

Strategy 3: Develop a marketing plan to communicate our services to patients, the community and region.
2015 Progress
•

A Chief Marketing Officer was hired in March 2015. The Chief Marketing Officer is in the process of developing a
strategic marketing plan to communicate and market the Health Science Center’s patient services.

2014 Progress
•

Current marketing for health care has been aimed at education of the public and brand recognition. The Health
Science Center is in the process of recruiting for a Chief Marketing Officer.

•

The Health Science Center entered into a contract with an advertising agency in Spring 2014 for an institutional,
reputational ad campaign. A media plan and corresponding budget is being reviewed for the services. The
estimated kick-off date of the purchased media is anticipated in February 2015 with the media platforms being TV,
radio, print, online and digital outdoor.

2013 Progress
•

66

An external consultant has been engaged to evaluate how the Health Science Center can best market and
communicate its services to the public, community and region.

Quality-based contracts have been negotiated with hospital partners for emergency medicine, anesthesia and
radiology. Also, UT Medicine has negotiated for value-based payments with two third-party payers.

2014 Progress
â&#x20AC;˘

UT Medicine has renewed affiliation agreements that now have quality and performance components, and are
working on renegotiating agreements with third-party payers to include quality incentives in the negotiated rates.

2013 Progress
â&#x20AC;˘

67

UT Medicine is working to add quality incentive components to their payer contracts. One contract was
successfully negotiated in 2013 that provides incentives not to exceed $1.55 million for meeting certain metrics
related to timely specialty provider access, patient satisfaction scores, and provider evaluations. For the first two
quarters of 2013, UT Medicine anticipates receiving a $500,000 incentive payment.

Goal 4
Pursue system engineering
initiatives and research to
improve patient safety outcomes,
quality and efficiency of care.

•

UT Medicine and the information technology group are in the process of implementing technology solutions to
improve coordinated care for patients; support greater health, disease and prevention programs; and, to efficiently
manage high-risk patients. These technological advances will allow integrated care teams to identify and address
gaps in care with patient populations; address gaps in care utilizing population health analytics; integrate care
management and coordination; and, engage patients in their care.

•

UT Medicine implemented software that provides one sign tap-and-go technology to streamline clinical workflows
by removing the need to repeatedly type usernames and passwords. Also, the software allows a secure signing
solution that will allow electronic prescribing of controlled substances.

•

EPIC, the electronic health record (EHR), was upgraded to version 2014 to provide and improve clinical and
research functionality, workflow, patient safety and treatment outcomes.

•

EPIC, the electronic health record (EHR), and Velos, the Clinical Trial Management System (CTMS) were
integrated to provide the seamless transfer of patient information and clinical care protocols to improve care and
patient safety.

•

Stage 2 requirements for Meaningful Use as mandated by the Centers for Medicare and Medicaid Services (CMS)
were implemented. Stage 2 requirements are seen as having a positive impact on patient care and safety through
electronic messaging with patients, automatically tracking medications and the ability for patients to view their
health information online.

2014 Progress

68

•

The collaborative Health Information Exchange (HIE) between University Hospital System and UT Medicine
went live in April 2014. UT Medicine is currently sending patient demographics, allergies and vaccinations to the
central HIE data repository. Part of the implementation strategy is to broaden the exchange data sets to include
other pertinent patient information, such as lab results, clinical visit summaries and medications.

•

UT Medicine is in the process of forming a HIE clinician group that will serve to provide feedback to both
UT Medicine and University Health System’s information technology teams to identify enhancements and
opportunities for improvement to the system.

•

Upgraded EPIC, the electronic health record, to version 2012 to provide and improve clinical and research
functionality, workflow, patient safety and treatment outcomes.

Health Care

•

UT Medicine has developed tools (i.e., SmartSets, decision support and registries) to improve performance on
Physician Quality Reporting System (PQRS) measures. Some measures have been addressed for colon cancer
screening, mammography, pneumococcal immunization, medication reconciliation and screening for fall risk
(included in Medicare Annual Wellness Visits). Feedback reports have been developed that are intended to give
users a summary of a provider or department’s score on a single PQRS measure. The interactive version of the
report allows users to directly access the patient chart from the report to determine why a patient is not meeting
the measure in order to take corrective action.

•

UT Medicine has renewed affiliation agreements that now have quality and performance components, and is
working on renegotiating agreements with third-party payers to include quality incentives in the negotiated rates.

•

Upgraded MOSAIQ, the system used to manage and deliver medical oncology treatment protocols within the
Cancer Research & Therapy Center (CTRC).

•

EPIC Haiku module is being piloted to provide clinicians access to patient records via a mobile device for patient
record review and amendments, and e-prescription.

•

dbMotion, a Health Information Exchange (HIE) solution, was deployed to improve the standard of care with local
and regional providers.

UT Medicine continues to capture key clinical information in the electronic health record (EHR) system in an
effort to prepare for quality data reporting (i.e., PQRS, meaningful use, PCMH, HEDIS) in calendar year 2014.
This includes implementation of systems to improve performance on clinical quality measures. To date, UT
Medicine has received $2.3 million in incentive payments for meeting meaningful use targets.

All UT Medicine providers are enrolled in and active users of the SureScripts electronic prescription service. This
system provides immediate access to patient formulary information and medication dispense history within the
electronic health record (EHR) system.

•

Voice recognition software was implemented as part of a recent electronic health record (EHR) transition in the
Cancer Therapy & Research Center.

•

The School of Dentistry installed an electronic health record (EHR) last year which was funded from the CMS

Health Care

“meaningful use” incentive program. The EHR will permit the School of Dentistry to support clinical quality
assurance and improvement by providing clinical analytic strategies to improve and monitor patient outcomes
(quality) and gather data that will permit analysis on health issues, such as tobacco use, diet, oral health indices,
and other areas for analysis.
•

The School of Nursing is currently engaged in the development of data analytics to track the top eight presenting
concerns (URI, well woman exam, STD testing, mental health issues, UTI, allergies/asthma, GI Sx, immunizations
and titers), and patient outcomes and satisfaction.

•

ReACH has developed three longitudinal clinical and research databases from a national insurance company
and from an affiliated hospital. These unique databases promote population-based analyses to examine and
understand quality and outcomes of care. The diabetes and HIV longitudinal clinical databases created by ReACH
underpin both Health Science Center and affiliates funded projects for the Medicaid waiver.

Strategy 2: Recruit and invest in personnel skilled in system improvement and analytics for evaluating patient safety,
quality and efficiency of care.
2015 Progress
•

A faculty member was appointed to serve on the Healthcare Infection Control Practices Advisory Committee of
the U.S. Centers for Disease Control and Prevention (CDC). The committee provides advice and guidance to the
Secretary of Health and Human Services regarding infection control practices and strategies for surveillance and
prevention of health care-associated infections, antimicrobial resistance and related infection control issues.

•

The School of Medicine has started a new project evaluating hospital medicine’s admissions and discharge flow.
This project may be expanded hospital-wide.

•

The School of Medicine is collecting quality data and measurements, and as clinically appropriate, providing it to
faculty and departments as part of their compensation plans.

•

The School of Dentistry trained over 400 faculty, residents and students on clinical quality improvements and
analytics in 2015.

•

The School of Dentistry revised and developed a patient satisfaction online survey for patients to complete. The
satisfaction rate for fiscal year 2015 was an average of 4.56 on 5 point Likert scale.

2014 Progress
•

70

UT Medicine is working with engineering colleagues at The University of Texas at San Antonio (UTSA) and The
University of Texas at Austin to evaluate admit and discharge flow; to develop primary care scheduling in teaching
clinics; and, implementation of the surgical home. The addition of analytics staff is planned in the fiscal year 2015
budget.

Health Care

•

A School of Nursing faculty member was invited to serve on the Delivery System Reform Incentive Payment
(DSRIP) Primary Care Collaborative Steering Committee. She was invited to present at a Primary Care webinar in
March 2014 on a nurse-managed clinic model and to discuss metrics. She also presented at a plenary session at the
Region 6 Delivery System Reform Incentive Payment (DSRIP) summit in May 2014 with 500 participants.

2013 Progress
•

UT Medicine recruited a practicing family physician with extensive knowledge and expertise in EPIC. He has
provided extensive technical knowledge for implementation and optimization of the electronic health record
(EHR). Also, he has led a physician champion program which is cultivating additional expertise in clinical
informatics among UT Medicine providers in all departments. Additionally, he has participated in developing
electronic health record (EHR) tools and workflows to support UT Medicine’s application to the National
Committee on Quality Assurance (NCQA) for recognition as a “patient-centered medical home”, as well as
numerous other quality improvement projects.

•

Recently, three School of Dentistry faculty members attended the Clinical Safety & Effectiveness Education
Program (CS&E) offered at M.D. Anderson, and the plan is to have additional faculty participate in the workshops
that will be held on the Health Science Center campus.

•

The Academic Center for Evidenced-Based Practice (ACE) provided workshops on the national team performance
program, attracting participants from across the nation for TeamSTEPPS master training. The TeamSTEPPS
training is central to one of the School of Nursing’s Delivery System Reform Incentive Payment (DSRIP) projects
and contributes to patient safety in our community.

•

One of the School of Medicine’s faculty was appointed as the chief liaison between The University of Texas
System’s Office of Health Affairs and the clinical safety and effectiveness course directors at each UT System health
institution.

•

The Health Science Center has two representatives appointed to the Chancellor’s Health Fellow Program for
interprofessional health care delivery and for improving quality improvement tools for clinical care.

There are currently 22 active five-year and one three-year Delivery System Reform Incentive Payment (DSRIP)
projects across the Schools of Dentistry, Medicine and Nursing that are evaluating health system reform for the
underserved in Texas. Total gross incentives earned in fiscal year 2015 were $26.2 million.

•

The ICD-10 conversion has been completed and is effective October 1, 2015. Faculty and clinic staff completed
online training, and a gap analysis was conducted for improvements. In addition, coders completed training, and
two additional coder educators were added to the float pool in preparation for increased time to code services.

Health Care

2014 Progress
•

The School of Medicine received approval from the Centers for Medicare and Medicaid Services for 16 Delivery
System Reform Incentive Payment (DSRIP) projects with two additional projects awaiting approval.

•

UT Medicine has developed readiness plans for ICD-10 implementation and will be ready for the October 2015
effective date. Coders have completed training, and a DX (diagnosis) calculator tool in EPIC, the electronic health
record, is being developed to assist with the transition.

2013 Progress

72

•

UT Medicine has created the infrastructure to develop a “patient-centered medical home” model of care delivery at
primary care sites.

•

An affiliation agreement has been signed with a national pharmacy and UT Medicine to diversify sites of care and
to increase access to services.

•

The School of Medicine received approval by Centers for Medicare & Medicaid Services (CMS) for 21 Delivery
System Reform Incentive Payment (DSRIP) projects with an additional two projects pending approval.

•

UT Medicine is exploring the development of an Accountable Care Organization (ACO) model with a hospital
partner.

73

Ours is a story of serving.

Community
Engagement
Progress Reports
FISCAL YEARS 2013 - 2015

73

Community Engagement

Strategy 1: Inform and educate the community on health care issues.
2015 Progress

Goal 1
Improve the health literacy,
prevention and optimal
management of chronic
diseases in our community
and South Texas.

•

The Health Science Center hosted a Public Education Day on stem cells and regenerative medicine. The
community educational event was held to foster an understanding of stem cells and regenerative medicine and
what it means to patients and their families.

•

Faculty, staff and medical students, through the Hispanic Autism Research Center at the Health Science Center,
participated in several events on autism. The events included focus groups completing survey assessments on
barriers faced by children with autism in South Texas; serving as guest speakers at autism events in South Texas;
and, presenting at annual conferences and participating in autism awareness health fairs. Approximately 800
parents, children and teachers attended these events during fiscal year 2015. In Harlingen, over 300 parents and
teachers attended the annual conference.

•

The Barshop Institute for Longevity and Aging Studies, in collaboration with Texas Public Radio, presented the
latest research and discoveries related to the treatment of Alzheimer’s.

•

The South Texas Poison Center earned its reaccreditation as a regional poison center by the American Association
of Poison Control Centers. The South Texas Poison Center is part of the Department of Emergency Medicine and
is one of six poison centers in Texas.

•

The Institute for Health Promotion Research received the Everett M. Rogers Public Health Communication Award
from the American Public Health Association. The award recognizes outstanding contributions in advancing the
study and/or practice of public health communication.

2014 Progress

74

•

The Center for Medical Humanities & Ethics held the 7th Annual Community Service Learning Conference
which focused on how health professionals can effectively communicate with patients of varying health literacy
levels. The conference attracted approximately 330 attendees from the Health Science Center and other health care
agencies.

•

The Center for Medical Humanities & Ethics hosted free public lectures on important topics, such as the reasons
behind the high cost of U.S. medical care and the ethical quandaries raised by powerful new knowledge and of the
human genome.

•

ACT Together for Health, an interprofessional student group, in its second-year, educates residents of San Antonio
and Bexar County on health coverage options that may be available to them.

•

Salud al Pasito, a Community Service Learning project created by medical students, arranges community walks
where participants have the opportunity to speak informally with physicians, nurses, health professionals and
students about health concerns or healthy living. The other Health Science Center schools also participate in this

Community Engagement

outreach activity.
•

The School of Nursing hosted focus group meetings and parent coaching and health education at the AVANCE
and Healy-Murphy community clinics. Each event provided a venue to educate the community on a variety of
health care issues.

•

The Area Health Education Centers (AHEC) has been certified by the Texas Department of State Health Services
to offer training and certification to community health workers, referred to as promotoras. Training was
conducted during the summer in Corpus Christi, the Rio Grande Valley and Eagle Pass.

2013 Progress
•

In April 2013, UT Medicine and Texas Public Radio provided a free public event to spotlight programs and
services for San Antonio seniors and their caregivers. Faculty from the Barshop Institute for Longevity and Aging
Studies presented on nutrition, Alzheimer’s and healthy aging. Also, there were on-site demonstrations for fitness
and at-home care.

•

South Texas Education and Research (STEER) conducted a building environmental awareness session, sponsored
by the EPA, for teachers and parents in Webb County. The session was attended by 214 Head Start employees and
346 parents.

•

In Laredo, 21 promotoras (lay Hispanic/Latino community members) were trained on reducing prenatal and
childhood environmental risks among families in South Texas and North Tamajlipas. Each member is then
projected to teach a minimum of 10 families or 210 individuals. This training was sponsored by the Border
Environment Cooperation Commission (BECC).

•

In Harlingen, several educational sessions were presented to the community, including: asthma informative
sessions presented to 30 promotoras; household hazardous product presentation to 16 promotoras; sponsored
autism walk, including training and public health outreach tools on the evaluation of childhood developmental
milestones and warning signs of autism; and, various talks were presented to elementary and secondary school
students.

Strategy 2: Identify health problems deemed mutually important to the community and institution; work together to
create sustainable interventions that can be evaluated.
2015 Progress

75

•

The regional campus in Laredo hosted a community event on Diabetes and Obesity in South Texas. The project
seeks to address the increased prevalence of diabetes and obesity in Laredo by identifying risk factors in the
population and designing intervention programs. Dozens of residents participated in the program.

•

The eighth annual Community Service Learning Conference was held and focused on “positive deviance”.
“Positive deviance” is a tool that is used in public health projects so individuals can find solutions for their

Community Engagement

community problems and issues. Approximately 400 people attended the 2015 conference.
•

The School of Nursing continues to expand their commitments to the AVANCE and Healy-Murphy community
clinics by providing behavioral health services. Two additional AVANCE sites at Fenley Elementary and in the
City of Uvalde were added in 2015.

2014 Progress
•

A Military Health Institute (MHI) was established at the Health Science Center that will focus on leading
innovative medical research, health education and health care that enhances and nurtures military collaborations
aimed at improving the health and well-being of military personnel and veterans throughout our community, state
and nation.

2013 Progress
•

Joint community advisory board, the Alliance, has been meeting monthly to develop community-based initiatives
to advance health in South Texas communities.

Strategy 3: Inspire science literacy and community awareness in the community and South Texas region.
2015 Progress

76

•

The Voelcker Biomedical Research Academy received $675,000 from the Voelcker Fund to extend the academy
for three more years. The program was established to encourage high school students to pursue scientific,
technological, engineering and mathematics (STEM) careers. The intensive three-year biomedical research
program is available to outstanding San Antonio area high school students. This summer the academy graduated
its fifth group of alumni.

•

The Baptist Health Foundation of San Antonio awarded more than $350,000 to the Health Science Center to
support student community service learning initiatives and scholarships. The purpose of the awards is to enhance
education through community service learning projects.

•

Forty-nine faculty, five post-doctoral trainees and 37 graduate students in the Graduate School of Biomedical
Sciences were recruited to participate in community outreach programs and projects including, summer pipeline
programs, Doctor’s Day, Science Expo, Science Nights, Big Brothers Big Sisters, the BEAT program and science
fairs. Also, a shadow program was developed with Health Careers High School, and a science café on science and
entrepreneurship was organized with St. Mary’s University.

•

The Graduate School of Biomedical Sciences conducted several science demonstrations in K-12 settings in
coordination with school districts in South Texas.

•

Over 75 elementary and middle school students in Cameron County learned how the environment plays a key role

Community Engagement

in their health through hands-on activities. The event was sponsored by the STEER program.
2014 Progress

77

•

The Health Science Center hosted nearly 500 high school and college students who studied science and conducted
research during the Summer of 2014. One of the many programs offered included the Voelcker Biomedical
Research Academy which provides area high school students a unique research experience and an educational
pipeline to biosciences careers.

•

An estimated 300 high school students from more than 30 schools in the Rio Grande Valley participated in the
Health Professions Summit in Weslaco. Students gained hands-on experiences with faculty and students from the
Schools of Health Professions, Dentistry, Nursing and Medicine.

•

Approximately 70 faculty, post-doctoral trainees and graduate students have been recruited to participate in
community outreach programs including summer pipeline programs, Doctor’s Day, Science Expo and science
fairs. Also, 10 graduate students have been recruited to teach and encourage careers in biomedical sciences in both
elementary and secondary schools in the community.

•

The Hispanic Center of Excellence – Dentistry had several activities that focused on the recruitment of students
into the dental profession to include programs to facilitate development in leadership, clinical preceptorships, and
mentoring by dentists in the South Texas region and Health Science Center faculty. The programs include Building
Our Leaders in Dentistry (BOLD) which is a program for high school level students; Dental Early Admission
Program (DEAP), a program for pre-dental college level students; the South Texas High School Recruitment
Network; and, workshops at the Science Teachers’ Institute in San Antonio and other South Texas communities.

•

Forty-one graduate students and six post-doctoral trainees have been recruited to mentor, teach and tutor students
identified in pipeline programs.

•

Approximately 15 students in the Graduate School of Biomedical Sciences participated in a new outreach event,
TeenMOB, designed to develop relationships with local high school and middle school teachers. Together they
developed activities to increase student engagement in scientific inquiry.

•

The Cancer Therapy & Research Center’s (CTRC) Institute for Drug Development graduated it first class of
five interns (high school and college students). The internship exposed students to clinical care activities and
integration with research programs.

•

The Department of Cellular and Structural Biology hosted three undergraduate students from The University of
Texas at San Antonio (UTSA) and The University of Texas at Dallas (UTD) in a new “Human Anatomy Summer
Workshop for Professional Students” to inspire future health care providers with an introduction to basic human
anatomy with hands-on experience.

•

Nursing students organized a community service learning program titled “Super Scientists and Math Magicians”
for a Title 1 school in medically underserved Medina County. The program introduced the elementary students to

Outreach efforts made by the Graduate School of Biomedical Sciences in 2013 included: meeting with 20 predoctoral students in graduate education at The University of Texas Pan American (UTPA) during a Graduate and
Professional School Fair; meeting with high school students in San Antonio and the Lower Rio Grande Valley
during a Science Expo; and, participating in the following educational projects: Exxon Mobile Science Fair,
Doctor’s Day, Biomed San Antonio and the Voelcker Academy.

•

The Graduate School of Biomedical Sciences has recruited 38 graduate students to mentor, teach or tutor students
identified in the pipeline and summer programs. Also, 13 faculty and 31 graduate and post-doctoral fellows have
expressed interest in developing online and other outreach programs for K-12 students.

•

Four graduate students have been recruited to teach and encourage careers in biomedical sciences in both
elementary and secondary schools in the community.

•

South Texas Environmental Education and Research (STEER) provided environmental and public health
education and demonstrations at the annual H.O.P.E. (Health Occupations Planning Exposition). Over 500 junior
and high school students from Laredo and the surrounding areas attended.

Strategy 4: Develop clinical teams and train students to meet the needs of the community.
2015 Progress

78

•

Dental and dental hygiene students provided oral screenings, fluoride treatments and dental sealants for more than
720 second-graders from the Edgewood Independent School District. This large-scale community service project
provides an oral education opportunity for students while providing service to an underserved group of children.

•

The School of Dentistry maintained approximately 62 extramural training clinical days for students through
rotation schedules at sites in the Lower Rio Grande Valley, Laredo and clinics in San Antonio.

•

The School of Medicine students volunteered at student-run free clinics at: Alpha Home, San Antonio
Metropolitan Ministries, Haven for Hope CentroMed, the Refugee Health Clinic, the Travis Park Dermatology
Clinic, the Mobile Eye Clinic and Frontera de Salud (in San Antonio, Laredo and Corpus Christi).

•

Through the STEER program, approximately 350 individuals attended a health fair where students conducted
health evaluations and assessments in the City of Brownsville.

•

The School of Nursing added the San Antonio Refugee Health Clinic as an additional site for expansion of services
and opportunities to expose students to health care. Over 500 refugees and their families seek health care and
education in the clinic.

Community Engagement

•

A community service learning program organized by the Center for Medical Humanities & Ethics educates
students on how to provide community service in response to community-identified needs, and encourages them
to think about their responsibilities as citizens and health professionals. The program includes participation from
approximately 1,500 students and 19,000 service hours.

2014 Progress
•

Health Science Center students participate in a network of five student-run free clinics organized by the Center
for Medical Humanities & Ethics. Under the guidance of faculty mentors, students at these clinics provide
free primary care, education and referrals to San Antonio residents facing homelessness, addiction and other
challenges.

•

The Frontera de Salud student organization continues to offer primary care, screening and education at sites along
the Texas-Mexico border, notably in colonias, which often lack basic infrastructure, as well as sites in San Antonio.

•

A series, “Build your CSL Toolkit”, prepares students for community service leaning projects, as well as their future
work in communities. Topics range from principles of health screenings to how to conduct an assessment to
determine a community’s needs. The sessions are also open to faculty, staff and anyone interested in participating.

•

The School of Dentistry maintained approximately 62 extramural training clinical days for students through
rotation schedules at sites in the Lower Rio Grande Valley, Laredo and clinics in San Antonio. Students and faculty
provided more than 31,600 patient visits in San Antonio/Bexar County affiliated sites, and more than 12,000
patient visits in South Texas affiliated sites.

•

The School of Nursing faculty and students partnered with the Alamo Area Council of Governments (AACOG)
and other agencies to educate older adults, through senior centers, to prevent heat injury during dangerously high
temperatures.

•

The Department of Physical Therapy students held a senior health fair and presented on various health care topics.
The students also screened approximately 90 seniors.

•

The School of Medicine students volunteered at student-run free clinics at: Alpha Home, San Antonio
Metropolitan Ministries, Haven for Hope, Centromed, the Refugee Health Clinic, the Travis Park Dermatology
Clinic, the Mobile Eye Clinic and Frontera de Salud (in San Antonio, Laredo and Corpus Christi). The patient care
approach to these underserved patients in many of the clinics involves an interprofessional approach.

2013 Progress

79

•

The School of Dentistry has maintained approximately 60 extramural training clinical days for students through
rotation schedules at sites in the Lower Rio Grande Valley, Laredo, and clinics in San Antonio.

•

The Center for Medical Humanities and Ethics provided outreach trips for students to South America, Haiti and
Ethiopia.

The Health Science Center received approximately $850,000 from Methodist Healthcare Ministries to support
innovative primary care behavioral health care services in South Texas, and to prepare young physicians to think
about the health of tomorrow as an integrated, interprofessional endeavor.

•

UT Nursing Clinical Enterprise and AVANCE-San Antonio opened a new nurse-led clinic that will offer preventive
screenings and primary health care to over 800 children enrolled in the Head Start program in the Harlandale
Independent School District. The School of Nursing received a $600,000 grant from the Hillman Foundation to
help support the expansion of the nurse-led clinical enterprise.

•

The Health Science Center was once again on the U.S. President’s Higher Education Community Service Honor
Roll. The honor roll, which is the highest federal recognition an institution can receive, recognizes institutions of
higher education that support exemplary community service programs and raise visibility of effective practices
through campus community partnerships.

•

A faculty member in the School of Nursing was appointed to the Texas Team Rural Health Task Force. The faculty
member was also invited to speak at regional and state-wide meetings.

2014 Progress

80

•

The community service learning programs have attracted more than 60 community partners representing a
variety of public, non-profit and other organizations dedicated to a wide range of issues. The Center for Medical
Humanities & Ethics, in partnership with the Office of Institutional Advancement, maintains an active Advisory
Council of nearly three dozen community leaders from a wide variety of professions and backgrounds.

•

The School of Nursing provides annual screenings in partnership with Border Health in Del Rio, Texas, where
hundreds of community members receive health screenings.

•

The School of Nursing’s Leadership San Antonio classes educated 50 community leaders on topics, such as health
care, quality of life, education, natural resources, politics and government, and the military.

•

Emergency Health Services in the School of Health Professions developed the 11th Flight Medic Training course
with the U.S. Army and is in year three of a five-year contract. Six courses are planned in 2015.

•

As an American Heart Association Training Center, Emergency Health Services in the School of Health
Professions trained nearly 10,000 medical personnel throughout Texas in CPR, ACLS and PALS.

•

A faculty member in the Department of Family & Community Medicine was installed as the President of the Bexar
County Medical Society. The Society strives to unite and empower physicians to improve the health of Bexar
County residents.

Community Engagement

•

A faculty member in the School of Nursing was appointed to a second term as a commissioner to the Medicaid
and CHIP Payment and Access Commission. The Commission is a non-partisan, federal agency charged with
providing policy and data analysis to Congress on Medicaid and CHIP, access to care and quality of care.

•

A faculty member was appointed to the Advisory Committee on Minority Health which is overseen by the Office
of Minority Health at the U.S. Department of Health and Human Services. The Committee advises the U.S.
Deputy Assistant Secretary for Minority Health on improving the health of racial and ethnic minority populations.

•

A faculty member in the Department of Psychiatry received the 2014 Roy Maas Humanitarian Award which
recognizes lifetime service and work for children cared for at the Roy Maas’ Youth Alternatives (RMYA). RMYA
is a private, non-profit organization that provides counseling and shelter for abused, neglected, abandoned and
homeless children and youth.

•

A faculty member was awarded the national 2014 “Regional Mujer Award” from the National Hispana Leadership
Institute in recognition of leadership and the desire to continue paving the path for Latinas.

•

The Dean of the School of Nursing was elected as president of the American Association of Colleges of Nursing.

2013 Progress
•

81

The School of Nursing has expanded services at some community clinics from one day/week to five days/week;
and, is in the process of developing a senior house calls program.

Community Engagement

Strategy 1: Effectively represent, promote, coordinate, and enhance the funding and legislative policy priorities of
the Health Science Center before the federal, state, local and county governments, and other entities that
support our funding priorities.
2015 Progress

Goal 2
Continue to promote plans
to secure federal, state and
community endorsement for
funding institutional priorities.

•

Throughout fiscal year 2015, the Office of Governmental Relations continued to advocate and promote
the priorities of the Health Science Center with various constituents, including federal, state, city and local
governments, and various other entities.

•

During the 84th Legislative Session (2016 – 2017 biennium), the Office of Governmental Relations arranged
meetings with elected officials to brief them on the funding priorities of the Health Science Center. As a result of
the session, the Health Science Center received the following: $80.0 million in tuition revenue bonds (TRB) for
recapitalization and renovation, $5.4 million in additional formula funding, $4.0 million for the San Antonio Life
Sciences initiative, $4.0 million of additional funding for the Barshop Institute for Longevity and Aging Studies
and $7.3 million in Graduate Medical Education funding.

2014 Progress
•

Throughout fiscal year 2014, the Office of Governmental Relations continued to advocate and promote the
priorities of the Health Science Center with various constituents, including state, city and county governments, and
various other entities.

•

In preparation for the 84th Legislative Session (2016-2017 biennium), each Vice President and Dean completed
a University of Texas System template or “Issue Paper” for any requested special funding item, including any
programmatic changes. Once approved by The University of Texas System, the Office of Governmental Relations
will begin the process of educating and advocating local entities (cities and counties) to endorse the Health Science
Center’s initiatives.

2013 Progress

82

•

The Health Science Center continued to advocate and promote the priorities of the Health Science Center with
federal, state, city and county governments, and other entities that support our funding priorities.

•

During the 83rd Legislative Session, the Health Science Center was successful in increasing the 2014-2015 general
appropriations by $19.6 million in the following areas: $5.0 million increase in formula funding; $551,000 for
graduate medical education; $10.0 million for the Regional Academic Health Center; and, $4.0 million to establish
a Translational Aging Research Program within the Barshop Institute of Aging and Longevity.

•

Advocated with the Health Science Center’s congressional delegation in collaboration with The University of Texas
System, Office of Federal Relations, and the various national associations in support of academic health centers
to promote federal funding for the National Institutes of Health (NIH) and the Health Resources and Services
Administration (HRSA) and other federal agencies in order for our faculty to be competitive in research grant
opportunities.

Two gallery walks were conducted during fiscal year 2015 to showcase the accomplishments of the Institutional
Sustainability Task Force’s four sub-groups on enhancing and strengthening the institution’s organizational,
operational and administrative structures.

•

The administrative/operations sub-group worked with a broad constituency to develop an inventory of current
and unmet training needs and developed a strategy for new business training and job aids. An information
systems resource guide was developed that documents key information systems utilized by the university,
and a new interface with the institution’s travel agency was implemented to streamline and reduce the costs of
making travel arrangements. In addition, the ACE security application was enhanced to make the process more
efficient, and a SharePoint site was developed for “Business Affairs eForms” which will streamline and automate
several paper-based transactions. The first eForm developed was the prior approval form. Phases I and II of the
PeopleSoft financials upgrade were completed, and Phase III is in progress which will include new functionality for
automating local/state voucher forms.

Create an effective and efficient
organizational structure and
governance model that supports
collaboration and drives changes
while fostering trust, enhancing
communication and cooperation.

In addition, the School of Medicine developed an electronic workflow for the faculty recruitment process. Cycle
time for the new electronic faculty recruitment process now averages just two days as compared to two weeks
when the process was completely manual.
Various other projects are in progress, including a new self-service application for payment requests, development
of trainings, automation of the faculty appointment process, and developing an administrative interface for prior
approvals for outside activities.

84

•

The clinical sub-group continues to implement the Patients First initiative at clinical sites to identify opportunities
for enhancing provider and staff efficiencies and improving patient access to care. During fiscal year 2015, nine
clinics were reviewed which brings the total reviews to 17 clinics. Four additional clinics are currently under
review. To date, 133 providers have completed the initiative and 87 scheduling templates have been enhanced to
increase patient access to care. Patient visits increased by approximately 20,000 and collections increased by $8.0
million over fiscal year 2014. In addition, external referrals increased 8.9% and internal referrals 14.9% over fiscal
year 2014.

•

The education sub-group was successful after the external peer review of the institution’s ongoing compliance
with regional accreditation requirements in its fifth-year interim report, and a Quality Enhancement Plan (QEP)
Steering Committee was established and is actively engaged in soliciting input on institution-wide academic
projects. Academic program level outcomes have been established which included an annual formal assessment
of both program and student learning outcomes; and, an experimental lab space was established to provide an
innovative environment for exposing faculty to new technology and learning techniques. In addition, electronic

Organizational Effectiveness

solutions were implemented to align the documentation of faculty effort between the academic departments and
reports submitted to the Texas Higher Education Coordinating Board.
•

The research sub-group has successfully defined and reorganized the research enterprise structure; a new Vice
President for Research was recruited; a Research Strategic Advisory Council was appointed and is actively meeting;
success is being recognized through the GrantSeekers program for grant awards; and, as a result of the faculty
performance review process being revamped, research and productivity expectations have been communicated
and enhanced. State salary savings of $6.9 million funding researchers’ salaries were freed up between 2013 and
2014 for the schools and departments to reinvest in research strategic initiatives.

2014 Progress
•

The final report of the Institutional Sustainability Task Force was issued in January 2014. The Task Force made 19
recommendations for enhancing and strengthening the institution’s organizational, operational and administrative
structures.

•

Four sub-groups, administration/operations, clinical, education and research were appointed to address the
recommendations.

•

The administration/operations sub-group studied various models and approaches taken by more than 30 colleges
and universities for centralizing staff and reducing inefficiencies, and decided to focus on possible solutions to
identify process issues and root causes for internal staffing variations and to centralize staff for select positions.

•

The clinical sub-group started an initiative called Patients First which focuses on identifying opportunities at
clinical sites for enhancing provider and staff efficiency, and improving the patient experience. The initiative
so far has resulted in optimizing, at eight clinical sites, annual patient capacity ranging from 17% to 32%, or
approximately 19,139 patient visits. The projected additional collections are $2.7 million if the additional capacity
is filled. To date, 70 providers have completed the initiative and 68 scheduling templates have been enhanced.
Evaluations are in process at the other 14 clinical sites.

•

The education sub-group has instituted student learning outcomes with annual performance targets and
benchmarks for all academic degree programs; all programs were reviewed for faculty-to-student ratios; and,
mechanisms have been developed to recognize faculty for outstanding teaching and student support.

•

The research sub-group provided recommendations to the President’s Office on the structure of the research
enterprise and research responsibilities for key positions. Also, a Research Strategic Advisory Council was
appointed.

2013 Progress
•

85

The Health Science Center, in coordination with The University of Texas System, has engaged a consulting firm to
conduct a review of the institution’s organizational, operational and administrative structures. The review would
begin in fiscal year 2014.

Organizational Effectiveness

•

The Office of the President also formed an Institutional Sustainability Task Force consisting of faculty, staff and
administration to evaluate the effectiveness and efficiency of the institution. The objectives of the Task Force are
to study opportunities in all schools, departments and areas within the Health Science Center that will allow the
institution to sustain and flourish our current missions. The consulting firm will work with members of the Task
Force.

Strategy 2: Review and strengthen plans to provide for holistic external reviews of each school.
CHANCELLOR’S FRAMEWORK: Review and strengthen plans to provide for holistic external reviews of each
school similar to organized research unit reviews as provided in Regents’ Rule 40602.
2014 - Completed
•

As part of the Institutional Sustainability Task Force project, an external consultant was hired to work concurrently
with the Task Force. The external consultants interviewed each of the Deans of the schools and also met with
approximately 300 faculty and staff to assist in developing a plan to strengthen the Health Science Center’s
effectiveness and efficiencies.

•

The Schools of Dentistry, Medicine and Nursing were reaccredited in fiscal year 2014 or in prior years by
their accrediting organizations which included a comprehensive review of the schools. The School of Health
Professions, as a whole, does not have an accrediting organization; however, some of their programs are
individually accredited. The Graduate School of Biomedical Sciences does not have an accrediting organization,
but was included in the external consultant’s review.
•
•
•
•

School of Dentistry reaccredited in February 2012 by the Commission on Dental Accreditation (CODA).
School of Medicine reaccredited in October 2013 by the Liaison Committee on Medical Education (LCME).
School of Nursing reaccredited in February 2011 by the Commission on Collegiate Nursing Education
(CCNE).
School of Nursing reaccredited in February 2011 by the Commission on Collegiate Nursing Education
(CCNE).

2013 Progress
•

86

As part of the engagement described in Strategy 1 above, the consulting firm will also be requested to evaluate the
organizational and administrative structures of each of the five schools.

The Office of Business Affairs is participating with other University of Texas health institutions and The University
of Texas System Supply Chain Alliance to select a comprehensive spend analytics automated solution and to
identify eCommerce applications to further reduce supply chain costs and to enhance efficiencies.

•

iLab Solutions, a core management software is in the process of being implemented. This project was initiated
by the Texas Regional CTSA Consortium (TRCC) and is funded by The University of Texas System to create
a System-wide core facilities network. The software functionality includes core facility request management;
equipment reservation and usage tracking; project tracking; billing and invoicing; and, business intelligence
reporting. Also, this software tool is expected to reduce costs and will improve investigator’s access to shared
resources at other institutions participating in the UT network. The software is being implemented in three
phases. The first two phases were completed and the final phase is scheduled to be completed in October 2015.

2014 Progress
•

The University of Texas System awarded the “Procure to Pay” to a vendor and the Health Science Center has been
actively engaged in planning for implementation.

•

The Health Science Center implemented the payment solution for vendors to be paid by credit card utilizing a
University of Texas System contract. To date, 128 vendors are now paid by credit card.

2013 Progress

87

•

The Health Science Center will be utilizing The University of Texas System-wide negotiated travel contract
awarded on May 15, 2013 which is expected to generate a 15 percent savings system-wide in travel agency fees.

•

The Health Science Center is part of an implementation of a clinical trials management system along with three
other University of Texas System health institutions. Phase 1 of the implementation was completed at the Cancer
Therapy & Research Center (CTRC).

•

The Health Science Center is actively engaged in the current System-wide “Procure to Pay Managed Services”
engagement. An award is expected by the end of calendar year 2013.

Revisions to the research space allocation policy was approved in February 2015. The policy establishes metrics for
assignable square footage, underutilized space, and procedures for requests of new research space.

•

Annual evaluations of chairs and center/institute directors by their respective deans will include the effectiveness
in utlization of space based on a Research Space Productivity Index (RSPI) which measures fiscal year total awards
divided by assignable square feet of wet bench research space.

•

The Board of Regents approved the acquisition of a building in the Medical Center to add an additional 100,000
square feet of space to accommodate administrative staff which will generate a cost savings of approximately $2.0
million a year from current space leases.

2014 Progress
•

The space management system was upgraded to improve the accuracy and timeliness of classroom and laboratory
utilization reporting.

•

A streamlined, standardized classroom schedule request form has been developed and will be rolled out to the
schools for the academic year 2015 scheduling.

•

The Office of Facility Space Planning & Real Estate is working with the Vice President for Research to update
the “Research Space Policy” which will include a research space productivity index based on current awards and
expenditures.

•

The Health Science Center is developing a plan to repurpose space from the School of Dentistry when the dental
clinical activities are moved to the Center for Oral Health Care and Research. The plan includes bringing all
student functions and leased property activities back to the main campus.

2013 Progress

88

•

The Handbook of Operating Procedures policy on space utilization was updated in August 2012. The revised policy
indicates only one office per position, and part-time faculty and staff must share space.

•

The Office of Facility Space Planning & Real Estate is in the process of integrating the Student Services’ new

Organizational Effectiveness

software, CourseLeaf, and the scheduling software, R25, to streamline class scheduling and utilization. This system
will reduce the requirement for duplicate reporting and the additional redundancies.
Strategy 5: Evaluate administrative processes, policies and practices for efficiencies to enhance administrative
processes, policies and practices.
2015 Progress
•

Enterprise Analytics, a precursor to Oracle Business Intelligence Enterprise Education (OBIEE), is currently
under development and will provide a solution to access transaction information for ad-hoc reporting, and will
integrate data from Hyperion Planning to facilitate management financial analyses and will enhance the account
reconciliation process. The tool will be deployed institution-wide in early 2016.

•

Several other enhancements were made to the Hyperion Planning application to enhance workflow and to add
features for the departments to make budget projections.

•

Smart View, a comprehensive tool for accessing and integrating data, was implemented to allow Hyperion users
to view, analyze, distribute, and share data retrieved from the system. Smart View provides more flexibility to
efficiently analyze financial performance, and enhance access to budget data and reporting to executive leadership
and the budget office.

•

By participating in The University of Texas Digital System Library (UTSDL) for subscriptions to electronic
journals and databases licensed by the UTSDL, the Health Science Center had a cost avoidance of approximately
$9.0 million in fiscal year 2015 based on publisher list prices.

2014 Progress

89

•

As part of the Institutional Sustainability Task Force sub-group on administration/operations, the group is in the
process of evaluating current processes and practices. The sub-group studied various models and approaches
taken by more than 30 colleges and universities for centralizing staff and reducing inefficiencies, and decided
to focus on possible solutions to identify process issues and root causes for internal staffing variations and to
centralize staff for select positions.

•

New business processes have been implemented in 2014 to enhance efficiencies. Some of the projects completed
during the year included: implementing the MARC central store inventory module; completing the asset
management barcoding project; implementing the participant studies Clincard payment system; expanding vendor
participation to 1,030 vendors for ACH payment; and, 128 vendors are now paid by credit card.

Goal 2
Cultivate a culture that will
attract and maintain the most
engaged people committed to
achieving the mission of the
institution through individual
effort and teamwork.

•

The revised faculty compensation plan has been approved by the President and The University of Texas System.
An Institutional Faculty Compensation Advisory Committee made recommendations to the Faculty Senate and
the President on the plan.

The School of Health Professions implemented a faculty incentive plan that promotes research and scholarship
productivity and student satisfaction.

2014 Progress
•

An institutional Faculty Compensation Advisory Committee was appointed and has recommended revisions to the
institutional XYZ faculty compensation plan. The recommendations have been submitted to the President.

•

The Health Science Center now has the capability to provide updated compensation market analyses that are
specific to job function, regional/national in scope and include both base salary and incentive compensation
benchmark data for total direct compensation agreements through the implementation of MarketPay.

2013 Progress

91

•

A software-based system was implemented, MarketPay, which includes applications for expanded market
compensation survey reviews for academic, clinical and research staff positions. System implementation includes
greater incentive and total direct compensation data.

•

The Deans’ offices have developed standards and expectations that have been incorporated into the XYZ plans and
that are linked to performance evaluations.

Phase II of a new performance management system called Goal & Performance System (GPS), is underway. GPS
transforms performance reviews from an annual event to an ongoing process throughout the year. The system
requires that supervisors and their employees work collaboratively on goals to encourage excellence. Training was
also available on the GPS functionality. GPS will be fully implemented by fiscal year 2017.

•

The Research Strategic Advisory Council made recommendations to the Vice President for Academic, Faculty
and Student Affairs regarding research faculty performance evaluations. The Council found that the current
evaluation forms had different formats, ranging from streamlined to very elaborate performance rating scales.
The Council recommended the format of the evaluations be at the discretion of the chair or designated reviewer,
however, evaluations should at least include the following minimal requirements: 1) grant funding, 2) publications,
3) collaborations, 4) career development of trainees and junior faculty and 5) academic responsibilities (teaching,
research activities and service). The performance reviews are to be completed on an annual basis.

2014 Progress
•

A cloud-based performance appraisal system is being piloted with the administrative functions to provide online
goal setting and measurement capabilities. Phase I of implementation is scheduled for completion in fiscal year
2015.

•

A key contributor incentive program is in design. A pilot program is proposed for the upcoming fiscal year with
goals established by key contributors to the Health Science Center’s strategic initiatives. The program will be
presented to the President in October 2014.

•

Annual certification and capturing of performance evaluations continues, and all performance evaluations on staff
were completed for the fiscal year.

2013 Progress
•

92

A consultant was hired to review and provide recommendations for enhancing the current performance
management environment, and the system and performance evaluation tools. The second phase of the project will
be to implement a cloud-based performance appraisal system, to include goal setting and appraisal. A contract has
been signed and the platform for future evaluations will be implemented in the next fiscal year.

Organizational Effectiveness

•

At the end of fiscal year 2013, 100% of the staff performance evaluations were completed.

•

With the new performance management system, project planning is underway with the Deans to pilot a program
to also meet the needs for faculty evaluations.

An ad-hoc committee was appointed by the President to review the current operating policies and procedures
of the promotion and tenure process, and to assess whether the existing practices of the Health Science Center
needed to be revised. The ad-hoc committee researched differing models used within The University of Texas
System and national best practices in an academic health center environment. A faculty survey was launched
to gain stakeholders’ perception of the promotion and tenure processes, and discussions were also held with the
Faculty Senate. Recommendations will be made to the President in fiscal year 2016, with a target to implement
changes in fiscal year 2017.

2014 Progress
•

The certification process has been formalized between the Deans and the faculty.

2013 Progress

93

•

Revisions were made to the post-tenure review policy, and were reviewed and approved by the Deans’ Council,
Faculty Senate, Executive Committee and The University of Texas System.

•

The annual faculty review process is under review and being considered for revisions by the Deans’ Council. Also,
internal discussions are in process to formalize the certification process between department chairs and the Deans
to ensure all faculty have had an annual review.

•

Promotion and tenure workshops were developed in collaboration with the Faculty Senate and the Promotion
& Tenure Committee (PTAC). School-specific workshops were implemented so information for the faculty is
pertinent to their School.

The School of Medicine developed an electronic workflow for the faculty recruitment process. Cycle time for the
new electronic faculty recruitment process now averages just two days as compared to two weeks when the process
was completely manual.

•

A project to automate the faculty appointment process is in progress.

2014 Progress
•

The School of Medicine is working with engineering colleagues at The University of Texas at San Antonio (UTSA)
to evaluate revisions to the faculty recruitment process.

A key contributor incentive program is in design. Goals established by key contributors to the Health Science
Center’s strategic initiatives will be incentivized which will enhance compensation packages. The program will be
presented to the President in October 2014.

2013 Progress
•

Human Resources has provided support for faculty recruitment on an as-needed basis. The Vice President for
Academic, Faculty and Student Affairs is working with the Deans’ Council to explore any needed enhancements to
the process.

•

The Executive Director for Academic, Faculty & Student Ombudsman who reviews faculty recruitment packages
was realigned under the Office of the Vice President for Academic, Faculty and Student Affairs.

Strategy 5: Develop a leadership development program for chairs, faculty and staff to promote career advancement
and professional growth and development.
2015 Progress
•

94

The Healthcare and Administrative Leadership Development Program (HALDP) was offered to the first cohort in
fiscal year 2015. The program is intended for leaders of an academic unit or department and provides specific and
focused professional development in the area of health care administration at the Health Science Center.

Organizational Effectiveness

•

The Leadership Education and Development Institute (LEAD) program will be offered again in fiscal year 2016.
This program is intended for aspiring leaders and/or supervisors. The program provides tools for solving common
management issues that supervisors confront, as well as a strategic overview of managing and leading at the Health
Science Center.

2014 Progress
•

Forty-three faculty and staff members completed the “Along the Leader’s Path” training program that is an
11-session series that introduces the basics of leadership and management theory, and assists participants to apply
theory to their work to become successful leaders.

•

The Healthcare and Administration Leadership Development Program (HALDP) design is complete, and the first
cohort is scheduled for October 2014.

•

The Leadership Education and Development Institute (LEAD) program is being enhanced and the project design
will be reviewed and approved in fiscal year 2015.

2013 Progress
•

A Professional Development Committee was established in 2013. The membership is composed of a crosssectional of institutional leaders.

•

Discussions are underway with Trinity University to develop a leadership development program that mirrors the
Master of Health Science (MHS) degree program.

•

Content design is underway for a mid-level management development training; and, content review is underway
for the senior leadership development program.

Strategy 6: Make strategic investments in key development personnel and operations to increase private revenue to
provide high quality professional development officers, when needed, through the Renewal of Strength in
Numbers philanthropy initiative.
CHANCELLOR’S FRAMEWORK: Renewal of Strength in Numbers initiative to make strategic investments in key
development personnel and operations to increase private revenue, including to support and provide high quality
professional development officers.
2014 - Completed
•

95

This was the final year for the Renewal of Strength in Numbers. The program was not renewed by the Board of
Regents. The Office of Institutional Advancement will continue to invest in strategies to retain and develop key
directors and teams to advance philanthropy.

Organizational Effectiveness

•

In 2014, $57.3 million was received from cash, pledges, in-kind and testamentary giving.

•

The President’s Office invested in funding for a new Senior Director for Major Gifts. The recruitment is underway.

2013 Progress

96

•

As a result of the Strength in Numbers grant investment, 3.25 positions were filled which included a Director of
Development, Director of Web Relations, Development Assistant for Alumni Relations and Annual Giving, and
enhanced time for a development writer.

•

To complement the Strength in Numbers and its key goal of enhancing philanthropy capacity, the Office of
Institutional Advancement also undertook the restructuring of four senior positions so the focus was on marketing
and alumni relations; annual giving, gift planning and advancement services; a Senior Director of Development
with a focus on major gifts; and, an Assistant Vice President for Advancement.

Organizational Effectiveness

Strategy 1: Establish an institutional communications and marketing task force to develop and coordinate a
communications and marketing plan for all Health Science Center components, based on appropriate
and current marketing research, that supports student enrollment, patient volumes, recruitment of
faculty and staff, increased research and philanthropic funding, and public involvement.
2015 Progress

Goal 3
Strengthen ongoing institutional
communications endeavors that
showcase to audiences, local to
international, the pre-eminent
brand, program excellence and
achievements of the UT Health
Science Center by developing a
comprehensive communications
and marketing plan.

•

The Health Science Center launched its first-ever institutional awareness advertising campaign in January 2015 in
order to strengthen the reputation and identity of the university. The general awareness, reputational advertising
campaign launched with print ads in performing arts brochures, outdoor billboards and other digital bulletins
across the City. The messaging promoted the mission of the Health Science Center. Also, thirty-second television
spots aired during news-oriented times, and fifteen-second online ads appeared on various websites.

•

As part of the general awareness advertising campaign, the URL to the Health Science Center’s home page was
change to WeMakeLivesBetter.com for better recognition and navigation of the website.

•

In fiscal year 2015, a complete rearchitecture of social media occurred to enhance communication within the
Health Science Center communities.

•

The WebLife team continues to enhance the existing web pages on the Health Science Center‘s website. In fiscal
year 2015, the websites for the Cancer Therapy and Research Center (CTRC), University Police, the School of
Health Professions and the UT Dentistry Research were redesigned. This project will continue over the next few
years.

•

In March 2015, a new Chief Marketing Officer was hired. The Chief Marketing Officer is in the process of
developing a strategic marketing plan and gathering baseline data for the Health Science Center.

2014 Progress

97

•

The Health Science Center entered into a contract with an advertising agency in Spring 2014 for an institutional,
reputational ad campaign. A media plan and corresponding budget is being reviewed for the services. The
estimated kick-off date of the purchased media is anticipated in February 2015 with the media platforms being TV,
radio, print, online and digital outdoor.

•

To enhance the Health Science Center’s online presence, an external vendor was hired to work with the Health
Science Center’s WebLife staff to undertake the updating of the Health Science’s web pages. To date, the institution’s
home page and the School of Dentistry’s academic and patient care sites have been redesigned. This project is
ongoing and will take several years to complete.

•

The Health Science Center is in the process of recruiting for a Chief Marketing Officer.

Organizational Effectiveness

98

2013 Progress
•

The University has engaged a consulting firm to develop a multi-year plan to define the Health Science Center’s
branding and to provide recommendations on how to communicate the brand to various constituencies.

•

A consulting firm has also been selected to bolster increased traffic to the Health Science Center’s web site with
the goal for improving revenue and services to our stakeholders by creating a more functional, enhanced and
integrated web strategy that aims to improve the institution’s competitive edge in all of our mission areas, including
education, research and health care of our community. A Task Force has been appointed and has been charged
with evaluating our needs and to serve as an advisory group to the consulting firm.

Organizational Effectiveness

Strategy 1: Work with The University of Texas System office to pursue The University of Texas System initiatives to
promote and enhance efficiency and effectiveness in higher education.
2015 Progress
•

Goal 4

Phases I and II of the PeopleSoft financials upgrade were completed. These completed phases will support the new
PeopleSoft 9.2 applications which go live when Phase III is complete in May 2016. The Business Affairs project
team is currently prototyping and documenting business processes while concurrently testing the version 9.2
applications.

2014 Progress
•

Develop a financial plan
and community support
to sustain and advance the
institution’s missions.

The University of Texas System Digital Library (UTSDL) consortium reported the Briscoe Library spent $1.1
million for subscriptions to electronic journals and databases licensed through the UTSDL which resulted in
cost avoidance of $9.1 million if the University had purchased directly from the publisher. Also, the Briscoe
Library subscribed to electronic journals and databases licensed through the TexShare state-wide library sharing
consortium for approximately $4,000 and, if subscribed directly through the publisher, the cost would have been
$225,000. The Library continues to evaluate other opportunities offered by these consortiums.

2013 Progress
•

The Health Science Center is actively participating and working with The University of Texas System to evaluate
opportunities and to pursue initiatives to promote and enhance efficiency and effectiveness in higher education.

•

Several shared services and supply chain contracts were identified at The University of Texas System level, and the
Health Science Center is participating in these contractual initiatives which will create System-wide cost savings
and efficiencies across the UT institutions.

Strategy 2: Develop a financial plan that maximizes return on institutional investments in education, clinical and
research missions and supports the advancement of the Health Science Center initiatives.
2015 Progress

99

•

In fiscal year 2015, the operating budget included $5.0 million for investments in strategic initiatives.

•

During 2015, the institution secured $52.9 million in Permanent University Funds (PUF) for the following
projects: $18.5 million to expand clinical services at the MARC; $19.0 million to fund infrastructure and research
lab renewals; $9.4 million in additional fire and life safety funding; and, $6.0 million to complement the $80.0
million in tuition revenue bonds (TRB) for recapitalization and renovation.

•

Fiscal year margins exceeded budget by approximately $10.0 million with revenue growth of 4% and expenditure
growth of 3%.

Organizational Effectiveness

2014 Progress
•

In fiscal year 2014, more than $6.5 million has been committed to investments in strategic initiatives. Investments
included $2.2 million for organizational efficiencies, $3.6 million for clinical, approximately $517,000 for
education, and $220,000 for research.

•

The fiscal year 2014 budget included $10.0 million in cost containment.

•

The fiscal year 2015 budget was submitted to The University of Texas System with funds budgeted for strategic
investments of between $5.0 to $7.0 million.

•

A Financial Council was created in October 2013 as a forum to share financial information between executive
management and the financial representatives of the area. With the preparation of the fiscal year 2015 budget,
each Executive Committee member (Vice Presidents and Deans) were given a targeted contribution margin to
meet and ensure the overall financial health of their areas of responsibility and the institution as a whole.

•

Presentations have been made to educate the schools on the state’s formula funding calculations and the
correlation with enrollment management. The Deans of each of the schools have established plans to project
enrollment in order to properly maximize enrollment and formula funding, when appropriate.

2013 Progress
•

All funds budgeting was introduced to the campus for fiscal year 2014 so targeted budgets can be achieved.

•

A financial plan was developed for fiscal year 2014 which created a positive margin of $1.4 million, cost
containment of $10.0 million, and reallocation of funding of $5.0 million for strategic investments.

Strategy 3: Develop and implement a multi-year philanthropy business plan demonstrating a balanced and effective
development program, with appropriate targets and goals tied to the institutional strategic plan,
comprising a higher percentage of institutional expenditures, with a goal of being top performer among
peer groups.
CHANCELLOR’S FRAMEWORK: Develop and implement a multi-year business plan demonstrating a balanced
and effective development program, with appropriate targets and goals tied to the institutional strategic plan,
comprising a higher percentage of institutional expenditures, with a goal of being top performer among peer groups.
2015 Progress

100

•

During fiscal year 2015, donor giving was $67.7 million which included cash, pledges, in-kind and testamentary
giving. The total cash giving was $42.8 million.

•

There were 31 new endowments in 2015. Seven new endowed academic positions were established. The

Organizational Effectiveness

endowments support research for cancer, medicine, diabetes, military health and nephrology. In addition, nine
other program endowments were created for research in the areas of cancer, aging and neonatology. Finally, there
were 15 miscellaneous endowments which included scholarships and quasi-endowments.
•

Total giving from foundations, corporations and other organizations was $37.6 million and increased by 32% from
2014. There were 502 unique donors.

•

The number of new unique donors increased by approximately 34% or 3,014 donors.

•

During the year, approximately 5,000 community members attended 64 Presidential donor cultivation and
stewardship meetings and events.

•

The Health Science Center hosted four fundraising events in fiscal year 2015. The gross amount raised from these
events was approximately $1.0 million.

2014 Progress
•

During fiscal year 2014, donor giving was $57.3 million which included cash, pledges, in-kind and testamentary
giving. This is an increase of 0.7% from fiscal year 2013. There were 39 new donors in 2014.

•

There was an increase of 15% in giving from private foundations, corporate and other organizations.

•

There were 42 new endowments in 2014. This is a 10.4% increase from 2013.

•

The Office of Institutional Advancement organized and provided donor cultivation and stewardship meetings and
events for 80 Presidential donors.

•

The Health Science Center hosted two fundraising events in fiscal year 2014. The President’s Gala raised $535,000
from 166 community donors, and the School of Nursing annual luncheon raised $50,000 from donors.

2013 Progress

101

•

The Office of Institutional Advancement developed a strategic plan at the beginning of fiscal year 2013 to target
specific areas for fundraising that linked to institutional strategic priorities.

•

The Office of Institutional Advancement has raised the $500 million targeted goal for the Campaign for the Future
of Health.

•

Institutional Advancement staff had 177 face-to-face visits that resulted in 13 new planned gifts and 13 new
Laureate Society members. Approximate value of gifts was $8,550,000.

•

In fiscal year 2013, alumni gifts increased 17% from the prior year. The 680 gifts totaling $631,000 were received
from 457 alumni.

Organizational Effectiveness

Strategy 1: Maintain a portfolio of information technology solutions and core competencies that incorporate
innovation, stability, and compliance in support of the institutional mission and with a strong orientation
around the needs of each unique user-community.
2015 Progress

CANVAS, a leading-edge learning management system, will replace the Blackboard Learning Management
System. The migration of course and curriculum content is 88% complete and will continue through the end of
the calendar year. The system will enhance functionality and reporting capabilities and will result in significant
annual and recurring cost savings.

•

ExamSoft, a testing software, was fully implemented in the School of Dentistry in fiscal year 2015. A feature of
the software includes the alignment of data collection effort with student artifacts to assess learning outcomes.
An analysis of program and student learning outcomes and competencies was conducted in March 2015 utilizing
ExamSoft and will be conducted annually to improve the attainment of stated program student learning outcomes.

•

The Office of the University Registrar implemented CourseLeaf, a curriculum and catalog management system,
which allows for embedded workflows and collaboration between the schools’ curriculum committees and the
Registrar.

•

The Library converted to Koha, an open source integrated library system that will manage ordering, cataloging,
access to electronic resources and circulation of materials. The upgrade of the system will save the Library
approximately $15,000 annually. Also, the Library moved CONTENTdm, the Library’s digital archive system,
and EZ Proxy, the system that manages off-campus accesses to e-resources, to commercially hosted solutions for
business continuity and ease of server management.

•

UT Medicine and the information technology group are in the process of implementing technology solutions to
improve coordinated care for patients; support greater health, disease and prevention programs; and, to efficiently
manage high-risk patients. These technological advances will allow integrated care teams to identify and address
gaps in care with patient populations; address gaps in care utilizing population health analytics; integrate care
management and coordination; and, engage patients in their care.

•

UT Medicine implemented software that provides one sign tap-and-go technology to streamline clinical workflows
by removing the need to repeatedly type usernames and passwords. Also, the software allows a secure signing
solution that will allow electronic prescribing of controlled substances.

•

The institution completed a mobile phone transition project which resulted in $1.0 million in direct, annual and
recurring cost savings.

2014 Progress
•
102

WebLife, an initiative to completely overhaul the Health Science Center’s web presence was launched. The primary
drivers of the project are revenue enhancement, collaboration and outreach, recruitment catalyst, and as a vehicle

Organizational Effectiveness

to improve branding awareness.
•

Upgraded EPIC, the electronic health record, to version 2012 to provide and improve clinical and research
functionality, workflow, patient safety and treatment outcomes.

•

Upgraded MOSAIQ, the system used to manage and deliver medical oncology treatment protocols within the
Cancer Therapy & Research Center (CTRC).

•

EPIC Haiku module is being piloted to provide clinicians access to patient records via a mobile device for patient
record review and amendments, and e-prescription.

•

dbMotion, a Health Information Exchange (HIE) solution, was deployed to improve the standard of care with local
and regional providers.

The performance management solution, Taleo, is in Phase II of design and development. The project is intended to
enhance the current performance management environment, and will provide performance evaluation tools. The
project is estimated to be 12% complete.

2013 Progress
•

A consultant was hired to review and provide recommendations for enhancing the current performance
management environment, and the system and performance evaluation tools. The second phase of the project will
be to implement a cloud-based performance appraisal system, to include goal setting and appraisal. A contract has
been signed and the platform for future evaluations will be implemented in the next fiscal year.

•

A software data management system, Weave®, was implemented across all schools as a repository for information
regarding assessment of student learning outcomes and analysis of instructional methods. As a result an annual
process for assessing student learning at the program level has been formalized.

An institutional storage expansion solution is underway and is substantially complete.

•

A distributed antenna system was implemented to boost mobile broadband and Wi-Fi coverage for isolated spots

Organizational Effectiveness

of poor coverage in the institution.
2014 Progress
•

Several technology working groups for mission critical operations were created, and included representation from
key constituents in those operational areas, to assist in the decision making and technology project prioritization.

•

The Mobile Device Management (MDM) implementation was completed and is being actively applied to monitor
and secure the environment.

•

The Health Science Center participated in The University of Texas System workgroup that was evaluating a
Security Information and Event Management (SIEM) solution to define an enterprise standard. The project was
completed in 2014.

2013 Progress
•

AirWatch mobile device management solution will be implemented in fiscal year 2014 as part of The University of
Texas System sourcing engagement.

•

The Health Science Center is participating on a University of Texas System workgroup that is evaluating a Security
Information and Event Management (SIEM) solution in an attempt to define an enterprise standard.

Strategy 3: Leverage existing information technology investments and capabilities across the University to further
enhance institutional productivity, efficiency and effectiveness.
2015 Progress

104

•

The Health Science Center has a multiple of ongoing projects in progress to leverage existing information
technology investments and capabilities across the organization to enhance productivity, efficiency and
effectiveness.

•

The Office of Academic, Faculty & Student Affairs is in the process of creating academic advisement plans in
PeopleSoft. Currently, 50% of the plans have been completed. This project will reduce the workload during the
student degree audit check.

•

The Office of Academic, Faculty & Student Affairs has leveraged the use of PeopleSoft to collect data for reporting
purposes in a central repository. The office has created panels to allow departments to review faculty data for
reporting purposes to the state and federal government and accrediting bodies; to track graduate students and
to identify faculty type; to automate data collection in a centralized location for post-doctoral trainees; and, to
capture professional exam scores for each school in one repository to facilitate accessibility.

•

Velos, a clinical trial management system (CTMS), have been fully implemented for both cancer and non-cancer
studies. The system will house vital information on clinical trials that can be used for reporting purposes, financial

Organizational Effectiveness

management, participant management and regulatory tracking.
•

EPIC, the electronic health record (EHR), and Velos, the Clinical Trial Management System (CTMS) were
integrated to provide the seamless transfer of patient information and care protocols to improve care and patient
safety.

•

EPIC, the electronic health record (EHR), was upgraded to version 2014 to provide and improve clinical and
research functionality, workflow, patient safety and treatment outcomes.

•

iLab Solutions, a core management software is in the process of being implemented. This project was initiated
by the Texas Regional CTSA Consortium (TRCC) and is funded by The University of Texas System to create
a System-wide core facilities network. The software functionality includes core facility request management;
equipment reservation and usage tracking; project tracking; billing and invoicing; and, business intelligence
reporting. Also, this software tool is expected to reduce costs and will improve investigator’s access to shared
resources at other institutions participating in the UT network. The software is being implemented in three
phases. The first two phases were completed and the final phase is scheduled to be completed in October 2015.

2014 Progress
•

All servers at the Health Science Center were centralized to reduce the annual recurring operating costs, and to
increase data security and compliance risks.

•

The space management system was upgraded to improve the accuracy and timeliness of classroom and laboratory
utilization reporting.

2013 Progress

105

•

An enterprise storage area network (SAN) has been acquired and installed. This infrastructure will support
technology refresh requirements.

•

PeopleSoft services are being refreshed with virtual servers. The number of virtual servers increased by 31% in
fiscal year 2013.

•

Network cores have been architected and upgraded to eliminate single points of failure. Each core has redundancy
with secondary paths between cores on each campus and between campuses.

•

A consulting firm has also been selected to bolster increased traffic to the Health Science Center’s web site with
the goal for improving revenue and services to our stakeholders by creating a more functional, enhanced and
integrated web strategy that aims to improve the institution’s competitive edge in all of our mission areas, including
education, research and health care of our community. A Task Force has been appointed and has been charged
with evaluating our needs and to serve as an advisory group to the consulting firm.

PeopleSoft Financials is in the process of being upgraded from version 9.0 to 9.2 which will provide greater
operational efficiencies, planning and reporting.

•

The development of a faculty effort reporting tool for the School of Medicine is underway which will allow analytic
capabilities of faculty time and effort, and the evaluation of productivity indices.

2014 Progress
•

Hyperion Planning System was implemented to improve enterprise financial management, including variance
reporting, forecasting, projections, and to strengthen fiscal stewardship.

•

A technology solution for implementing an institution-wide dashboard has been postponed until fiscal year 2015
due to other technology priorities and investments.

2013 Progress

106

•

An interactive data warehouse has been developed for academic reporting that allows users to perform basic
queries of institutional data. The data warehouse contains student demographics, enrollment by school/degree
level/program and the number of degrees awarded.

•

Hyperion, a single planning solution, will be implemented in fiscal year 2014 to provide a tool for budget and
financial forecasting and projections.

•

Dashboards and metrics have been developed for education, health care, finance and business operations, and
information technology portfolio management.

•

Next steps will be to develop an institution-wide dashboard to assist management with various analyses.

107

Organizational Effectiveness

Strategy 1: Develop a priority plan for upgrades to facilities and property to meet the space needs of individual
programs and the institution, including upgrades needed to meet current regulatory requirements and to
replace building systems that have reached the end of their life cycles.
2015 Progress

Goal 6
Update facilities to meet the
needs of the institution and
new regulatory standards
and requirements.

•

During 2015, the institution secured $52.9 million in Permanent University Funds (PUF) for the following
projects: $18.5 million to expand clinical services at the MARC; $19.0 million to fund infrastructure and research
lab renewals; $9.4 million in additional fire and life safety funding; and, $6.0 million to complement the $80.0
million in tuition revenue bonds (TRB) for recapitalization and renovation.

•

During fiscal year 2015, three deferred maintenance projects were completed, and one project related to fire and
life safety was completed.

2014 Progress
•

The Health Science Center has developed a five-year plan for reducing deferred maintenance. During fiscal year
2014, a total of seven deferred maintenance projects were scheduled. Four were completed which included the first
floor auditorium access, Fire Marshal recommendations, chilled/hot water loop controls, and the central energy
plant optimal energy server. One project will be completed in December 2014 and two projects are pending
funding.

•

The institution continues to address the State Fire Marshal recommendations to bring older and existing facilities
into compliance with the fire and life safety standards. Two projects were scheduled for fiscal year 2014 and one
was completed. The projects include the sprinkler retrofit of the Research Administration Building/UT Plaza and
the School of Medicine.

2013 Progress

107
107

•

The Health Science Center has developed a five-year plan for reducing deferred maintenance. During fiscal year
2013, nine major deferred maintenance projects were scheduled. Five projects were completed which included
replacing emergency generators, water softeners, control values, and an air handling unit. The other four projects
started and will be completed by end of June 2014.

•

The institution continues to address the State Fire Marshal findings to bring older and existing facilities into
compliance with fire and life safety standards. Six projects were scheduled for fiscal year 2013, and four of the
projects were completed. The other four projects are still in progress and will be completed by the end of June
2014. The projects included retrofitting the sprinkler systems in older buildings and upgrading fire alarm systems.